University of Isfahan Journal of Applied Sociology 2008-5745 22 1 2011 03 21 The Study on Organizational Social Capital in Servicable Organizatios In Isfahan Province (According to Sadie's Management Teaching) The Study on Organizational Social Capital in Servicable Organizatios In Isfahan Province (According to Sadie's Management Teaching) 107 134 18218 FA Ali Nasr Isfahani Ph.D. Candidate, Department of Mangement of University of Isfahan M.E. Ansari Assistant Professor, Department of Mangement Of University of Isfahan A Shaemi Barzaki Assistant Professor, Department of Mangement Of University of Isfahan H Aghahosaini Associat Professor, Department of literature of University of Isfahan Journal Article 2016 06 14 The concept of social capital is utilized increasingly as a tool for understanding the social relations that underlie effective social systems, including workplaces. Social capital has repeatedly been identified as a foundation for organizational advantage. A central question for organizational studies arises: 'How is social capital in the workplace eroded, and how can it be promoted?' The majority of studies of workplace social capital focus on worker behaviour as a contributor to social capital. Research findings show that we can reach to an indigenous social capital model according to the Iranian governmental organizations. This research is based on Goshal and Nahapiet social capital model and is trying to improve it.In this process, for making an indigenous social capital model, sadie's point of view has been considered. Different variables were found in sadie's works and after consulting with experts, they were measured in  the form of questionnaires. We found that there are different variables, that with focus upon which managers can maintain organizational social capital. Based on the results of this research the followings can lead to increasing organizational social capital: Avoidance in character assassination and gossip, a voidance in behavior contradicts their words, avoidance in fear, avoidance in flattery, avoidance in lie, Altruism, humility, order, tolerance, integrity, empowerment and, constructive criticism. The concept of social capital is utilized increasingly as a tool for understanding the social relations that underlie effective social systems, including workplaces. Social capital has repeatedly been identified as a foundation for organizational advantage. A central question for organizational studies arises: 'How is social capital in the workplace eroded, and how can it be promoted?' The majority of studies of workplace social capital focus on worker behaviour as a contributor to social capital. Research findings show that we can reach to an indigenous social capital model according to the Iranian governmental organizations. This research is based on Goshal and Nahapiet social capital model and is trying to improve it.In this process, for making an indigenous social capital model, sadie's point of view has been considered. Different variables were found in sadie's works and after consulting with experts, they were measured in  the form of questionnaires. We found that there are different variables, that with focus upon which managers can maintain organizational social capital. Based on the results of this research the followings can lead to increasing organizational social capital: Avoidance in character assassination and gossip, a voidance in behavior contradicts their words, avoidance in fear, avoidance in flattery, avoidance in lie, Altruism, humility, order, tolerance, integrity, empowerment and, constructive criticism. https://jas.ui.ac.ir/article_18218_43429cb85db55c8c2208d9ef954fd83b.pdf