Abstract
This study examines the influence of social capital within self-managed teams on performance. Despite the growing popularity of the idea of social capital in teams, there is limited research on how social capital is related to performance. Invoking a resource-based framework, this study examines the relationship between social capital and performance in a longitudinal sample of teams managing athletic footwear companies in a business simulation context. It conceptualizes social capital as a higher-order construct with three dimensions: structural, relational, and cognitive. Results reveal that social capital interacts with collective transformational leadership in affecting performance. Overall, the study demonstrates that social capital does add value to the team, and within the proper context, facilitates superior team performance.