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Careering alone: Careers and social capital in the financial services and television industries

Nottingham University Business School, sue.tempest{at}nottingham.ac.uk

Alan McKinlay

St. Andrews University Department of Management, am53{at}st-and.ac.uk

Ken Starkey

Nottingham University Business School, Strategy and IT Division, kenneth.starkey{at}nottingham.ac.uk

The relationship between career and social capital is an important but relatively unexplored research topic. In this article, we draw on the literatures on social capital and careers, and on empirical studies of the shifting nature of careers in financial services and television production firms, to argue that, in labour markets where key skills are in short supply, the concept of social capital constitutes a rich resource for understanding the implications of changing forms of organization. We argue that social capital has a particularly important impact on an organization’s ability to leverage knowledge and is, thus, of strategic significance. The ability to manage social capital might, therefore, prove to be a major management competence. Use of the social capital concept gives us an important insight into the changing nature of careers and organizations.

Key Words: careers • learning • organization • social capital

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