While social capital has been applied in a variety of contexts, the nature, role and application of social capital in an entrepreneurial context have not been extensively explored. The nature of social capital presents a conceptual puzzle in that it is said to be both glue, which forms the structure of networks, and at the same time a lubricant that facilitates the operation of networks. Using techniques of participant observation and interviews, this paper attempts to resolve this enigma. It finds that social capital is not a thing, but a process that creates a condition of social capital. The structural and relational aspects are found to be dimensions of this process. Interestingly, the data also demonstrates that there are successful etiquettes of social capital formation. These etiquettes provide the rules and framework for the interactions.

This paper focuses on ways in which entrepreneurs engage with place and community. Drawing on the ideas of embeddedness and transferring value across spheres, we develop insight about how the relationship between entrepreneurs and communities influences entrepreneurial practices and outcomes. Employing an ethnographic perspective including participant observation, we explored the situated practices of entrepreneurs in two depleted communities in the Northwest of Ireland. We found that entrepreneurs not only drew on the community in running their business, but were also involved in a wide range of “other” activities that engaged, involved and worked with the community. This entrepreneurship produced a range of projects that addressed social and economic issues (unemployment, employability and emigration) and the depleted sense of place which was adversely affecting these communities. We show how social bonds and an affinity to community enable entrepreneurship to create, renew and reify a positive identity of place by combining understanding with entrepreneurial purpose

Although it is now well established that networks contribute to entrepreneurship by extending the individual entrepreneurial asset base of human, social, market, financial and technical capacity, little work, empirical or theoretical, has examined the dynamics of networking processes in a temporal framework. Drawing on evidence from three longitudinal case studies of entrepreneurs operating in the oil industry in the North East of Scotland, this paper presents an extensive empirical investigation into network transformation over time. We are thus able to chart networks in their historical contingency. This chronological lens allows us to view patterns in network continuity and change and enables us to develop a rich conceptual framework. The study demonstrates that networks are vital living organisms, changing, growing and developing over time. Yet set in their history, networks are much more than an extension of the entrepreneurial asset base. Our data shows how a reconceptualization of the nature of networking is called for; one which privileges an understanding of the relational dynamic as a structural configuration representing the social construction of the entrepreneurial environment. Thus our conceptualization proposes that networks actually create the environment, as it is understood and operated by the entrepreneur, and that consequently the networking process is the enactment of the environment.

The purpose of this article is to explore the persistence, in the face of considerable evidence to the contrary, of the notion that entrepreneurship is a purely individualistic practice. It may be that taking account of the dynamics of social conditioning, social interaction and the embedding process is simply too complex to be used as a heuristic; instead the convenient myth of the romantic of the heroic individual holds sway.The methodological issue of an under-socialized concept of entrepreneurship is considered, showing how methodological individualism could easily arise in explanations that risk employing contradictory levels of analysis and explanation.To conceive the entrepreneur as an atomistic and isolated agent of change is to ignore the milieu that supports, drives, produces and receives the entrepreneurial process.The entrepreneurial agent encounters the social, may be shaped by it, but in turn, employs his or her agency to change the structure.