Abstract:

The objective of our analysis is to try to define "micro-social capital" as a time-based element and condition the performance of any business organization. Of course, this theoretically targeted approach by us is to be based on relatively more familiar aspects of management theory, namely organizational culture and formal social groups.

Regardless of the angle from which the existing climate in a company is being analyzed at a certain point in time, it is clear that this climate differs from one organization to another and that itself, through its content and nature, directly influences the daily relations between employees and departments in the organizational chart. However, it is relatively difficult to capture, define and direct the climate that exists in organizations, since the "roots" of its constitution derive from official norms / reports, but also from informal networks / networks.

Our analysis aims to emphasize the importance of formal relationships, especially informal relationships in a business organization as a distinct part of its organizational culture. We understand intuitively that there is a strong link between the quality of human resources available to a company and the nature of formal / informal relationships that develop over time; implicitly, these relationships can more or less support the accumulation of knowledge and the innovative capacity of the organization. However, there are no clear rules / principles in management theory, according to which the formal / informal relationships of an enterprise should be characterized and managed.