• Does dependence upon individuals in "structural holes" (see below) really result in a
weakened competitive position and poorer strategic execution?
• How does top management social capital facilitate and constrain strategic choice and
execution?
• With what other attributes must social capital be combined in order to lead to the creation
of a global mindset?
• Which specific IHRM policies and practices shape the structural, relationship, and cognitive
elements of social capital, and consequently how do these policies influence an
MNC's ability to learn and exploit what it knows despite cultural differences and geographic
distance?