Abstract
In this paper, organizational social capital (OSC) is conceived as a particular organizational competency determined by the convergence of three relational assets (orientation towards collective goals, mutual trust and shared values), which allows organizations that have it, to coordinate and cooperate for mutual benefit and increased performance. Five case studies of a technology-based small enterprise (TBSE) and four Technology-based Micro Enterprises (TBME) were performed to answer the main research question: How to operationalize the concept of OSC to understand and manage it more effectively? From the empirical phase, the following results were obtained: first, an analysis model for the formation of OSC that graphically presents the adoption of a multilevel analysis (individual, team and organizational). Second, a set of signals of opportunity allowed to identify the presence and characterize the role of six key variables (relational competence, commitment, work environment, complementarity of roles, opportunities for communication and strategic orientation) in the formation of OSC.
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