Social Capital Management Challenges in Malaysia

2016 ◽  
pp. 402-420
Author(s):  
Shankar Chelliah ◽  
Ming Huoy Lee
Keyword(s):  
Social Capital ◽  
International Business ◽  
Firm Behavior ◽  
Capital Management ◽  
International Performance ◽  
Common Term ◽  
Business Area

The main objective in this chapter is to understand the challenges of Social Capital Management in Malaysia. In the same time will also explore how social capital able affect Malaysian firms to be successful in international business with the global market's environment, there is full of uncertainty impact that may affect the entrepreneur's international performance. At the end of this chapter able to have an idea how to handle social capital and outcome all challenges. Not just so, in the chapter enable managers to discover more about Malaysian culture, value and firm behavior. Social capital might not a common term that can be found in business area. In this chapter we will discuss further more in the term of social capital.

scholarly journals MANAJEMEN MODAL SOSIAL LEMBAGA KEUANGAN MIKRO SYARIAH DALAM MEWUJUDKAN KEMASLAHATAN UMAT: STUDI PADA BAITUL MAAL WAT TAMWIL DI KUDUS

2019 ◽  
Vol 7 (1) ◽  
pp. 1
Author(s):  
Masturin Masturin ◽  
Siti Amaroh
Keyword(s):  
Social Capital ◽  
Human Resources ◽  
Financial Institution ◽  
Training And Development ◽  
Research Approach ◽  
Natural Setting ◽  
Development Programs ◽  
Capital Management ◽  
Customer Complaints ◽  
Poor Students

<p><em>Baitul Maal Wat Tamwil </em><em>has been growing as the financial institution from grassroot. This study will describe social capital management of Islamic microfinance to realize ummah maslahah. Data was obtained from five Baitul Maal Wat Tamwil in Kudus that are BMT Mitra Muamalat, BMT Harapan Umat, BMT Amanah, BMT Al Amin, and BMT Mahardika. Informants of this research are managers of each BMT. Social capital management is explained based on some aspects contains vision and mission, customer mapping, handling pattern of customer complaints, social activities, human resources training and development model, and education and socialization model. This research approach is qualitative with natural setting to capture essential problems from research object. However, the findings of this research are: (1) formulate vision and mission represent efforts to integrate organizational resources and social values to community welfare; (2) design of training and development programs for employee to increase human resources comprehension in managing products and contracts, and also principles of Islamic finance; (2) educate society to change conventional mindset into Islamic mindset particularly about justice principle and trustworthy; (3) conduct social responsibility through Baitul Maal with donation, scholarship for poor students, home repair, and other assistances; (4) stand with micro-small enterprises, small traders, traditional market traders, farmer, and factory workers; and (5) design risk management through fund reserve system.</em></p>

Measuring the Successful Factors of Dynamic Capabilities by Decision Making Trial and Evaluation Laboratory (DEMATEL)-Based Model

2014 ◽  
Vol 945-949 ◽  
pp. 2903-2906
Author(s):  
Po Yu Huang ◽  
Ying Jun Wang ◽  
Sang Bing Tsai ◽  
Jiann Jong Guo
Keyword(s):  
Decision Making ◽  
Social Capital ◽  
Dynamic Capabilities ◽  
Organizational Resources ◽  
Capital Management ◽  
Expert Survey ◽  
Dynamic Capacity ◽  
Major Factors

This paper introduces the Decision making trial and evaluation laboratory (DEMATEL) method to explore factors which influence the Dynamic Capabilities effectively. A hierarchy of 8 criteria in 3 dimensions is formed to denote the influence levels and weighting of factors based on the expert survey from twelve related expert who are familiar in semiconductors industry, particular for DuPont’s Dynamic Capabilities. The result of the analysis showed Social Capital, Management of Cognitive and Organizational Resources are the major factors with characteristics of high Prominence and high Relation, which significantly affect other factors of Dynamic capacity build-up. Thus, the enterprises can build-up the Dynamic Capacities for competitiveness achieving by focused on enhancements of these 3 factors.

Working capital management and managerial talent

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nacasius U. Ujah ◽  
Augustine Tarkom ◽  
Collins E. Okafor
Keyword(s):  
Social Capital ◽  
Financial Constraints ◽  
Capital Management ◽  
Working Capital ◽  
Short Term ◽  
Working Capital Management ◽  
Content Type ◽  
Cash Conversion Cycle ◽  
Managerial Talent

PurposeTalented managers arguably remain quintessential to firm value and performance. While the literature offers evidence for the long-term orientation of talented managers, there is a paucity of evidence on the short-term performance of managers. Here, we examine the relationship between managerial talent and working capital management (WCM).Design/methodology/approachThis study primarily employs a panel fixed-effect method controlling for firm-year and firm-industry for non-financial and non-utility firms for the years 1980 through 2016. Also, the authors control of potential bias that may impact the result. These controls include social capital, financial constraints and tests for endogeneity and spurious correlation.FindingsThe authors find the association between managerial talent and WCM to be positive and significant. The results indicate that talented managers have a higher cash conversion cycle. The empirical evidence still holds after controlling for social capital, religiosity and financial constraints. Also, the evidence still holds by employing an interaction term between Tobin's Q as a proxy for investment opportunities and talented managers.Practical implicationsThe finding may lend credence to executive contracts. Human nature, by default, is only vested on a net benefit for self-aggrandization. Self-aggrandization can be evident through structures in managerial contracts. These contracts usually tie consequences to long-term growths. If a benefit is offered based on short-term operational goals, talented managers may do more to the management of working capital.Originality/valueIn the managerial talent literature, talents reflect a holistic picture of one that can succeed in both the short-term and long-term goals of a company. Here, the authors show that talented managers are inefficient in meeting short-term goal – working capital management. Thus, the authors add to the research by providing evidence that talented managers are myopic.

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