Embedded resources and knowledge transfer among R&D employees

Purpose – This paper suggests embedded resources as a new dimension of social capital and aims to prove its value in the knowledge transfer context. Design/methodology/approach – Hierarchical multiple regression was adopted to analyse survey responses from 337 R&D employees. Barron and Kenny's mediation test was also conducted to test an indirect effect of embedded resources. Findings – In addition to the traditional three dimensions of social capital, the embedded resources dimension showed direct and indirect effects on knowledge transfer. Additionally, cognitive similarity among R&D employees was from the professional tenure rather than company tenure. Research limitations/implications – Despite the limitations of cross-sectional study and R&D focused sample, this study successfully extended existing research on social capital in the knowledge transfer context by validating the role of embedded resources as a new dimension of social capital. Practical implications – Facilitating social networks among employees is not enough for active knowledge transfer. Each employee should be guided to connect to the right experts who have the right knowledge (i.e. embedded resources) for his or her job. Originality/value – Traditional dimensions of social capital were biased towards social relationships. This paper emphasized social assets (i.e. embedded resources) as a new dimension of social capital.