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The Dynamics of Social Capital in Romania’s IT&C Sector

Reshaping the Future of Work

  • 2025
  • Book
Authors
Diana Ivana
Diana Pitic
Tudor Irimiaș
Daniel Metz
Sorin Dan
Diana Ghenie
Publisher
Springer Nature Switzerland
Part of
Springer Professional "Business + Economics & Engineering + Technology"
Springer Professional "Engineering + Technology"
Springer Professional "Business + Economics"
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About this book

Post-pandemic, there has been a period of crisis and dramatic flux in the recruitment, motivation, and retention of employees within the IT&C sector, with turnover rates reaching almost 20%. In this book’s survey of employees in the IT&C sector in Romania, it is revealed that 80% of departures were motivated by the belief that "the company is not the same as it was". Adopting the framework of organizational social capital, these findings are assessed in the context of our current landscape of remote and hybrid work, AI and a new generation who joined the workforce after the pandemic.

Organizational social capital, as a concept, is centred on the idea that social capital fosters the development of intellectual capital and should be a priority for successful organizations. This book develops a theoretical framework for OSC that is specific to the contemporary IT&C sector and, particularly, the growth of remote and hybrid work. It will be of great interest to scholars and students of organizations, the IT&C sector and HRM.

Table of Contents

Frontmatter
Chapter 1. Introduction—Navigating the Evolving IT&C Landscape
Abstract
This chapter lays the foundation for the research by contextualising the significance of social capital in the IT&C sector. It presents the concept of social capital and explores how the latter can improve organisational performance and the trend towards telecommuting. It particularly examines how the COVID-19 pandemic hastened changes in corporate culture, communication and teamwork in the IT&C sector. This chapter also includes a brief review of the literature and the introduction to case study and organisational setting.
Diana Ivana, Diana Pitic, Tudor Irimiaș, Daniel Metz, Sorin Dan, Diana Ghenie
Chapter 2. Structural Elements of Organisational Social Capital
Abstract
To examine the real-world application of the theoretical model, this chapter, as well as Chapter 3, uses a case study methodology. It offers a complex analysis of the IT&C sector in five Romanian cities within one of the top 10 worldwide IT&C companies that successfully handled the shift to remote and hybrid work. The chapter examines, based on existing OSC literature, the macro, meso and micro structural elements of OSC. The macro and meso structural elements of OSC are shared identity and collective action and the microlevel structural elements of OSC are associability and trust. The results are organised by analysing the meaning of each element of OSC by using examples and quotes from the interviews.
Diana Ivana, Diana Pitic, Tudor Irimiaș, Daniel Metz, Sorin Dan, Diana Ghenie
Chapter 3. Organisational Social Capital Influencing Factors
Abstract
To continue the framework presented in the previous chapter, this chapter examines the influence of four main factors impacting OSC: interaction, interdependence, stability and closure (Nahapiet & Ghoshal, 1998). Results show that team autonomy is sustained by internal collaboration and client implication, by promoting interdependence between roles. Stability is variably perceived—challenged by organisational changes, communication gaps and turnover, but maintained through dynamic structures and transparent leadership style. Closure emerges as both a structural and emotional process, where sometimes employees express a weak attachment to the company, but a stronger bond to the client. The quality of interaction and common values highlight the identification with the organisation, by underlining the importance of openness and continuity to foster long-term commitment.
Diana Ivana, Diana Pitic, Tudor Irimiaș, Daniel Metz, Sorin Dan, Diana Ghenie
Chapter 4. Navigating the Future: Insights and Adaptations in Organisational Landscape
Abstract
The future of work is characterised by a shift towards hybrid and remote models, where the organisational dynamics is being more and more influenced by technology, social capital and the necessity for an adaptive leadership style in the IT&C sector. This chapter explores the way in which the future of work, marked by the widespread adoption of remote work and digital transformations, influences organisational social capital (OSC) and involves a profound rethinking of managerial practices. Given the increased mobility, the need for flexibility and diversification of employee expectations, organisations are called to adapt sustainable and innovative strategies for cohesion, retention and collaboration.
Among the identified challenges we note a reduced number of informal interactions, a decrease in the sense of belonging and communication difficulties in the virtual environment. As an answer, there are managerial recommendations proposed, which are concentrated on the development of an empathic and results-oriented leadership style, the promotion of an organisational culture adapted to hybrid work, the encouragement of authentic interactions and the valorisation of human relations in a digital context. Therefore, this chapter underlines the importance of a balance between technology and human interaction in order to support social and organisational changes and to create a sustainable work climate in the post-pandemic era.
Diana Ivana, Diana Pitic, Tudor Irimiaș, Daniel Metz, Sorin Dan, Diana Ghenie
Chapter 5. Concluding Reflections on the Implications of Social Capital for the Future of Work
Abstract
This section illustrates how important it is for organisations to remain open to change and effective communication, both being essential in preserving stability when so much within still changes rapidly around you. This scenario drives employee satisfaction and lowers turnover rates. Although it comes with advantages, like higher productivity and talent pools the size of oceans, it also brings its downsides, such as lack of cohesion and isolation in equal measure. Considering this, the research offers interventions to “humanise” or engage with and improve processes in remote work, including receiving virtual leadership training, developing trust and healthful online culture. In the end, what this research has shown is that adaptability, proactive communication and a complete perspective around employee well-being are building an effective corporate culture.
Diana Ivana, Diana Pitic, Tudor Irimiaș, Daniel Metz, Sorin Dan, Diana Ghenie
Backmatter
Title
The Dynamics of Social Capital in Romania’s IT&C Sector
Authors
Diana Ivana
Diana Pitic
Tudor Irimiaș
Daniel Metz
Sorin Dan
Diana Ghenie
Copyright Year
2025
Electronic ISBN
978-3-032-01874-8
Print ISBN
978-3-032-01873-1
DOI
https://doi.org/10.1007/978-3-032-01874-8

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