Museums are organizations that need to maintain relationships with several stakeholders in order to achieve their economic and social objectives. In this context, the current paper explores the effect of an organization’s bonding social capital and a manager’s social capital on the organization’s ability to build external relationships, in other words, bridging social capital. Results from the study indicate that the structure of internal social capital (cohesion and diversity) and the manager’s role as a bridging tie facilitate relations with stakeholders and other museum networks. Moreover, collective social capital (bonding and bridging) has a direct impact on innovative proposals, on the museum’s image and on incomes, all of which entail key management implications.

This study examines the relationship between behavioral courage and job performance, and explores the possible effects of organizational level and gender on this relationship. With a sample of managers from mid- to large-sized for-profit organizations in the United States, we found that behavioral courage was positively associated with job performance. Our results also revealed significant differences in supervisors’ ratings of behavioral courage between employees at low and high organizational levels. The effects of behavioral courage on job performance did not vary by organizational level. In turn, the moderating effect of gender on the association between behavioral courage and job performance was supported. The study results provide important theoretical and practical implications in the fields of organizational behavior, leadership studies, and human resource development. Recommendations for future research are discussed.

The knowledge exchanges literature considered all types of knowledge exchanges as reactive. The present study develops the conceptual framework and the measure of knowledge-based proactive helping that was missing in earlier literature. The measure was validated across multiple population. Proactive helping was manifested in the scale items effectively, to the extent that at first, initially chosen five dimensions merged to form two factors: professional development and problem mitigation and; subsequent analysis revealed that the factors represented the same underlying construct of proactive helping. The nomological network, a process model highlighting the psychosocial causes and benefits of proactive helping based upon social exchange theory and social motivation theory was also proposed. The significance of the study was in bringing the prosocial, proactive exchanges at the forefront of knowledge exchanges, which predominantly focussed on reactive exchanges.