Effective internal social capital helps the organization to assimilate and
exploit new knowledge inputs. Zahra and George (2002) supported this notion,
arguing that assimilated knowledge is transformed and exploited through
social integration mechanisms. Unlike the so-called traditional human resource
management system consisting of individual-based incentive systems and
job designs, and no job rotation, cooperation-enhancing systems comprising
team-based incentive systems and job designs, and job rotation, facilitate
knowledge integration and exploration (Un, 2007). Therefore, we suggest that
the measurement of organrzational learning capability should be based on the
frequency and effectiveness of organizational practices for generating, diffusing,
and exploiting knowledge inputs in the organrzation. In addition, organizational