The Contingent Value of Social Capital
论证社会资本对个人的价值取决于从事相同工作的人数，并利用高管数据表明，结构洞带来的信息与控制优势对同行较少的经理人尤其有价值。
I present argument and evidence for a structural ecology of social capital that describes how the value of social capital to an individual is contingent on the number of people doing the same work. The information and control benefits of bridging the structural holes—or, disconnections between nonredundant contacts in a network—that constitute social capital are especially valuable to managers with few peers. Such managers do not have the guiding frame of reference for behavior provided by numerous competitors, and the work they do does not have the legitimacy provided by numerous people doing the same kind of work. I use network and performance data on a probability sample of senior managers to show how the value of social capital, high on average for the managers, varies as a power function of the number of people doing the same work.