Research on the use of experiential exercises to encourage exploration of professional networks shows that such exercises are effective and provide value for students seeking to enter or navigate careers. Often students in the early phase of their undergraduate experience are unaware of the process involved in building a professional network or the type of resources that can be exchanged to sustain their social capital within their career network. We share an exercise that introduces students to the concept of social capital, including both instrumental and expressive uses, that can be used to support an emerging professional network. Students learn to recognize how social capital can be used to expand network relationships and support their future career aspirations.
BevelanderD.PageM. J. (2011). Ms. Trust: Gender, networks and trust—Implications for management education. Academy of Management Learning & Education, 10, 623-642.
2.
BrassD. J.GalaskiewiczJ.GreveH.TsaiW. (2004). Taking stock of networks and organizations: A multilevel perspective. Academy of Management Journal, 47, 795-820.
3.
CottonR. D.ShenY.TarandachR. L. (2011). On becoming extraordinary: The content and structure of the developmental networks of major league baseball hall of famers. Academy of Management Journal, 54, 15-47.
4.
Cullen-LesterK.WoehlerM.WillburnP. (2016). Network-based leadership development: A guiding framework and resources for management educations. Journal of Management Education, 40, 1-38.
5.
DachnerA. M.PolinB. (2015). A systematic approach to educating the emerging adult learner in undergraduate management classes. Journal of Management Education, 40, 121-151.
6.
de JanaszS. C.ForretM. L. (2008). Learning the art of networking: A critical skill for enhancing social capital and career success. Journal of Management Education, 32, 629-650.
7.
de JanaszS. C.SullivanS.WhitingV. (2003). Mentor networks and career success: Lessons for turbulent times. Academy of Management Executive, 17(4), 78-90.
8.
GerardJ. G. (2011). Linking in with LinkedIn®: Three exercise that enhance professional social networking and career building. Journal of Management Education, 36, 866-897.
9.
HamiltonB. A.ScanduraT. (2003). E-mentoring: Implications for organizational learning and development in a wired world. Organizational Dynamics, 31, 388-402.
10.
HaytonJ. C.CarnabuciG.EisenbergerR. (2012). With a little help from my colleagues: A social embeddedness approach to perceived organizational support. Journal of Organizational Behavior, 33, 235-247.
11.
HigginsM. C.KramK. E. (2001). Reconceptualizing mentoring at work: A developmental network perspective. Academy of Management Review, 26, 264-288.
12.
HoganR.Chamorro-PremuicT.KaiserR. B. (2013). Employability and career success: Bridging the gap between theory and reality. Industrial and Organizational Psychology, 6, 3-16.
13.
IbarraH. (1993). Personal networks of women and minorities in Management: A conceptual framework. Academy of Management Review, 18(1), 56-87.
JonesB. (2011). Social capital in America: Counting buried treasure. Boulder, CO: Paradigm.
16.
KelanE. K.JonesR. D. (2010). Gender and the MBA. Academy of Management Learning & Education, 9(1), 26-43.
17.
KramK. E.IsabellaL. A. (1985). Mentoring alternatives: The role of peer relationships in career development. Academy of Management Journal, 28, 110-132.
18.
LinN.CookK.BurtR. (2001). Social capital: Theory and research. New York, NY: Aldine de Gruyter.
19.
MolloyJ. (2005). Developmental networks: Literature review and future research. Career Development International, 10, 536-547.
20.
MorrisonE. (2002). Newcomers’ relationships: The role of social network ties during socialization. Academy of Management Journal, 45, 1149-1160.
21.
MurphyW. M. (2011). From E-mentoring to blended mentoring: Increasing students’ development initiation and mentors’ satisfaction. Academy of Management Learning & Education, 10, 606-622.
22.
ParkerP.ArthurM.KerrI. (2004). Career communities: A preliminary exploration of member-defined career support structures. Journal of Organizational Behavior, 25, 489-514.
23.
PiniB.BrownK.RyanC. (2004). Women-only networks as a strategy for change: A case study from local government. Women in Management Review, 19, 286-292.
24.
PutnamR. D. (1995). Bowling alone: America’s declining social capital. Journal of Democracy, 6(1), 65-78.
25.
SmitherJ. (2013). Determinants of employability. Unpublished Power Point slides. Management and Leadership Department, LaSalle University: Philadelphia, PA.
26.
TaylorD.JonesO.BolesK. (2004). Building social capital through action learning: an insight into the entrepreneur. Education+Training, 46(5), 226-235.
