Social Capital and HRD: Provocative Insights From Critical Management Studies

Abstract

This paper initiates a critical management studies (CMS) evaluation of social capital in an HRD context by drawing on insights from both Foucault and Habermas. Alternative interpretations of three seminal social capital concepts - weak ties, structural holes and social resources - are presented. Pragmatic, albeit critical, insights for HRD theory and practice are illustrated to counter-balance the managerialist appropriation of social capital in pursuit of largely economic ends. It is argued here that social well-being is as relevant to HRD practice as economic well-being. Ethical dimensions are noted and avenues of reflexivity for HRD practitioners are suggested.