Grupos de recursos empresarialesapoyo a los resultados organizativos e individuales mediante el desarrollo del capital social y la autoeficacia

Abstract

Business Resource Groups (BRGs) are social networks within organizations, that provide support and networking opportunities for their employees. Established in part to promote an inclusive work environment, BRGs look to deliver the core mission and objectives of the organization, by drawing upon the diversity of its member base. (Kaplan, et.al, 2009). BRGs provide fundamental performance opportunities for their members. Performance opportunities come in two forms, individual and organizational. The individual performance opportunities are through career and leadership development (Friedman & Craig, 2004), volunteering through community outreach, and delivering cultural awareness within the company. The organizational performance opportunities come in the form of some combination of new business development, multicultural marketing, and top-line business growth.There has been minimal empirical research on BRGs, their efficacy on individual members, or their impact on organizations (Welbourne & McLaughlin, 2013). The purpose of this study is to fill this gap in research by demonstrating how BRGs can affect organizational and individual performance. This research demonstrates how BRGs, through the development of social capital, can act as mediators, bridging the relationship between internal and external stakeholders. The development of confidence through self-efficacy (Bandura, 1978) underscores the value gained for the BRG team members. This study follows an Asian Pacific American (APA) BRG within a Multi-National Company (MNC), chronicling their approach to enhancing individual and organizational performance. In this context, organizational performance is synonymous with business growth (i.e., sales, volume, gross profit) within the company. Individual performance is synonymous with attaining confidence through on-the-job learning and task accomplishments. The research methods used in this study were through a mixed method design. From a qualitative perspective, a Participative Action Research (A/R) design was used. As the direct leader and the primary researcher, I played a change catalyst role within the BRG, by partnering with internal and external stakeholders to influence, observe, and reflect on the process to achieve organizational performance. Grounded Theory was also used to convert the participant’s sentiments into emerging themes drawn from the A/R experience. From a quantitative methods perspective, a quasi-experimental design was used. Key business performance measures are used to demonstrate before and aftereffects the development of social capital may have both inside and outside of the organization. This mixed method approach provides a powerful and compelling view of how BRGs can impact organizational and individual performance.