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A Social Capital Model of High Performance Work Systems

In this paper we explore a causal mechanism through which high performance work systems affect performance outcomes. 
We propose a model in which a particular type of high performance work system – a relational work system – enhances 
organizational performance by creating a framework that encourages the development of social capital between employees 
who perform distinct functions. In a nine-hospital study of patient care, we show that the adoption of a relational work 
system predicts high levels of social capital among doctors, nurses, physical therapists, social workers and case managers in 
the form of relational coordination, in turn predicting quality and efficiency outcomes for patients. Results suggest that 
social capital models of high performance work systems are a promising counterpart to models that focus on employee skills 
or commitment.