The manuscripts that follow explore various aspects of bonding social capital—how it is formed, how it influences performance, and how it can be measured. The first manuscript examines bonding social capital as a dependent variable. I review the underlying theory of social capital and explore the concept in the context of Top Management Teams (TMTs) including how bonding social capital emerges from the relationships among group members. Based on this theoretical foundation, I advance propositions on how organizational, team, individual and temporal factors influence its formation.

The second manuscript explores group bonding social capital as the independent variable. Using the extensive research on TMT's as a foundation, I developed a model that explains how group bonding social capital facilitates the group processes known as behavioral integration. Using prior theory as a foundation, I have set forth several propositions that suggest that bonding social capital is related to the behavioral integration of the TMT.

In the last manuscript, guided by existing theory, I developed a structured tool to measure bonding social capital. Three factors emerged from this study—shared vision, cohesiveness, and open communications. Construct validity was supported by demonstrated that bonding social capital is positively associated with behavioral integration. The items related to member interactions could not be validated. Finally suggestions are provided for promising new areas of future research.

Collectively, this program of research supports that there is adequate evidence to suggest that bonding social capital influences group effectiveness and contributes to our understanding of how the relationships among members of a group contribute to performance outcomes.