IJRESS Volume 5, Issue 9 (September, 2015) (ISSN 2249-7382) International Journal of Research in Economics and Social Sciences (IMPACT FACTOR – 5.545) International Journal of Research in Economics & Social Sciences Email id: editorijrim@gmail.com, http://www.euroasiapub.org 96 Understanding Organisational Social Capital Building Benefits Mojeed-Sanni, Bashir Aboaba 1 School of Management, Cardiff Metropolitan University Adeniyi Temitope Adetunji 2 Department of Business Administration, Bowen University Iwo, Nigeria SANNI, Ganiyu Adisa 3 University of Wales (Greenwich School of Management London Abstract Among the primary concerns of any organisation are profit maximisation and employee satisfaction, and which have achieved through variety of means and outcomes. One path to ensuring organisations (including small and medium-sized enterprises-small and medium enterprises) not only increase its profit base, but also survive in a very competitive environment is to leverage on its internal resources (its people). Organisation comprises networks of people engaged to carry-out specific tasks and responsibilities. These responsibilities and tasks are executed within a negotiated framework, which involved formal (official relationships, organisational structures, job description, etc.) and informal (human social interactions, norms and culture) relationships. The informal relationships within the organizations have been accorded as Ǯsocial capitalǯ by many scholars. These social interactions among the actors (Human resource personnel and employees) within organizational network has been established in academic literature to play crucial roles such as effective discharge of duties, employees moral and motivations, job satisfaction, commitment, and employees work life balance. However, there is paucity of knowledge in terms of what are the specific indicators for determine social capital building within an organisation. This paper reviewed literature on strategic human resources management, social capital, organisational behaviour, human resource practices in small and medium enterprises, organisational social capital and strategic management to give a robust understanding of social capital building in organisations, especially in small and medium enterprises, and how it can be stimulated through human resource practices and functions. Introduction Social capital is a multidisciplinary concept with links to many social and behavioural disciplines such as sociology, political science, psychology, developmental studies, economics, organisational behaviour, and employee relations and engagements. It refers to the resources available in and through personal and business networks. These resources include information, ideas, leads, business opportunities, financial capital, power and influence, emotional support, even goodwill, trust and cooperationdz ȋBaker, 2000; Webb, 2008). Reed and Srinivasan (2005) pointed out that the Dzsocialdz in the social capital context emphasised that these resources are not personal assets, no single persons own them, and these resources reside in networks or relationships. However, as for the Dzcapitaldz in social capital centred on the relevance stem from the resource based view of the firm. Barney ȋʹͲͲͳȌ conceptualised Ǯfirmǯ as a bundle of resources ȋboth tangible and intangible). The author mentioned intangible resources as their distinctive capabilities and consist of many elements, but not limited to Ǯsocial complexityǯ– the routine of behaviours which