Relationship between social capital, and organizational performance with reference to small and medium-sized Women women Entrepreneurs (SME) in Bangalore

Abstract

The goal of this research is to examine the interplay between cultural dominance, competence, and efficiency. In this context, capability is reflected by a company's innovativeness and social capital. However, there are also issues with research into cultural authority and performance. Studies on cultural authority and capacity are almost never conducted in less-developed nations. In this research, we explore the connection between cultural management and output in the Bangalore-centered batik sector.  Control, adoption, and cultural issues will vary between the developed world and the rest of the world. The city of Bangalore is home to a burgeoning batik Women women Entrepreneurs, which encompasses the arts and technologies that were developed inside the palace and later made public.

Primary data on respondents' perceptions were gathered via in-person interviews with a professional interviewer. There were a total of 287 questionnaires utilized in the studies. The author conducts multivariate analysis using Structural Equation Modeling (SEM). In order to help tackle covariance based SEM difficulties, AMOS software was used in this research.

Organizational creativity and social capital are used as proxies for competence in this research, and they are shown to have a substantial association with cultural control. One such finding is that there is a strong connection between organizational competence and effectiveness. However, the causal link between cultural control and organizational effectiveness cannot be shown here. That is to say, competence acts as a moderator between cultural authority and the efficiency of an organization.