FeaturesToward a Social Capital Theory of Competitive Advantage in Medical GroupsHoelscher, Mark L.; Hoffman, James J.; Dawley, DavidAuthor Information Mark L. Hoelscher, College of Business Management and Quantitative Methods, Illinois State University, Campus Box 5580, Normal. E-mail: firstname.lastname@example.org. James J. Hoffman, College of Business, Texas Tech University, Lubbock. E-mail: email@example.com. David Dawley, Department of Management, College of Business, West Virginia University, Morgantown. E-mail: David.Dawley@mail.wvu.edu. Health Care Management Review: April-June 2005 - Volume 30 - Issue 2 - p 103-109 Buy Abstract Abstract: Social capital can have a positive impact on medical group performance. We forward our theory based on the integration of theories in social capital, resource advantage, and the resource-based view of the firm. Further, we suggest specific ways in which medical groups can increase their levels of social capital. First, medical groups should design or redesign the workplace so that there is ample interaction among employees. Second, employee participation within the community should be encouraged. Third, medical groups should recognize that social capital becomes ingrained in organizational culture. Therefore, medical groups should take steps to ensure a culture that supports its social capital. Fourth, hiring procedures should be designed (or redesigned) to ensure that new employees add social capital to the organization. Finally, trust must be fostered at the employee level. © 2005 Lippincott Williams & Wilkins, Inc.