A top manager's social capital is considered as a critical resource for determining organizational outcome. However, little is known about the impacts of social capital on public organizations' performance. By dimensionalizing social capital into two, this study investigates impacts of a...

By applying Moore (1995) concept of distinctive managerial functions - managing upward, downward, and outward -, this study attempts to understand the impacts of middle-level management functions on organizational performance; and tries to investigate gender impacts on the middle-level management...

Starting from the assumption that political support is essential for public managers to manage their organizations, this study investigates factors that enhance political leaders' support toward top executives in public organizations. Based on the literature of proactive behaviors, this study...