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Integrating and developing human, social, and organizational capital in the workplace
An organisation is made up of different forms of capital, intangible and tangible. Spender (2009) stressed the importance of distinguishing intangible forms of capital, inputs that would normally not have a financial value attached to them, to demonstrate the feasibility of increasing the value of an organisation in non-financial ways. For some time, it has also been recognised that it is possible to achieve competitive advantage through people (Pfeffer, 1994).
The roles of social and human capital are shown to work with organisational capital to create the intellectual capital of an organisation, further strengthening the need to recognise intangible forms of capital (Baron and Armstrong, 2007).
The aim of this research is therefore is to explore in more detail the individual concepts of human, social and organisational capital and how they work together to add value to an organisation.
The topic will be viewed from both a management and work psychology perspective although further perspectives may be incorporated later. The research will use a mixed methodology approach to ensure the subtle nature of intangible capital is reflected whilst also demonstrating practices across many organisations. Ethical approval will be sought from the University of Sheffield Ethics Board prior to data collection.