This study applies social capital theory to IT service team environment. Research model of this study includes emotional, cognitive, and social intelligence competencies of project managers leading to project performance while team social capital posited as a mediator between competencies and performance. PLS analysis of 285 data points collected via a survey revealed: (1) emotional intelligence competencies directly influence project performance but maintains no indirect influence via team social capital, (2) social intelligence competencies indirectly and strongly influence project performance via the social capital among team members, but maintains no direct influence, and (3) cognitive intelligence competencies maintains both direct and indirect influence. Analysis also reveals that it takes time to grow team social capital. Teams involved in longer term IT service project maintains higher level of team social capital compared to shorter term projects. Implications of findings are discussed at the end, and further studies are suggested.

Published in:

System Sciences (HICSS), 2013 46th Hawaii International Conference on

Date of Conference:

7-10 Jan. 2013