Abstract

Social capital as a focus for organizational maintenance and development due to the mechanistic focus of organizational activity is emerging as an area of increasing interest. The research broadens this focus to the realm of system development. In this interpretation social capital is defined as the relationships that make the organization work effectively. It is the mechanisms of relationship networks, reciprocity, trust and social norms.

We examine through the lens of a recent implementation of an innovative and current realworld UK Government project how social capital borne from the inherent culture influenced the behaviour of key players effecting project delays. We draw upon research experiences to provide evidential insights from the empirical setting. The aim is to increase understanding from which lessons can be drawn so that validated conclusions can inform the IS domain.

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