The impact of academicians' cultural and social capital on their individual job performance

Purpose The aim of this study is to analyze whether or not the interaction between academicians' cultural and social capitals has effects on their individual work performance. Design/methodology/approach A structural model was developed in the study to test the correlations between cultural capital, social capital and individual work performance. The data of the study were collected from 2,855 academicians. Findings The findings of the study indicate that both cultural and social capital has a simultaneous positive effect on individual work performance. It is also found that the cultural and social capital can account for 39% of the individual work performance and that social capital is a dominant driving force. Research limitations/implications Although the cultural and social capital has significant effects on the individual work performance, these effects are not of casual nature. Practical implications Therefore, it is possible to argue that the cultural and social capital in higher education institutions should be encouraged. Future studies may employ samples of individuals to see whether not these effects have causal characteristics. Originality/value The findings of the study contributed to the existing knowledge on the work performance describing the new correlations among the patterns.