Building Networks for University Success: Essay on the Role of Organizational Culture and Social Capital

Abstract

This essay explores the interaction between organizational culture and social capital within Ecuadorian universities, highlighting their impact on institutional performance, innovation, and sustainability. Through a systematic review of indexed scientific literature, the study identifies the key characteristics of both dimensions and proposes a theoretical model that explains how cultural values, organizational structures, and interpersonal relationships influence the development of trust-based, reciprocal, and collaborative networks. The research follows a qualitative, descriptive-analytical approach, without primary data collection, prioritizing conceptual integration and critical synthesis. Findings reveal a predominance of hierarchical cultures and fragmented social networks in the Ecuadorian higher education system, which hinders institutional collaboration and adaptability. The proposed model conceptualizes the interaction between organizational culture and social capital through three interdependent dimensions: structural, relational, and cultural. The study also incorporates recent contributions on gender equity, strategic planning, social responsibility, and knowledge sharing, expanding the model's relevance to broader organizational contexts. It concludes that institutional transformation requires integrative strategies that simultaneously enhance cultural and social dimensions, promoting participatory structures, distributed leadership, and sustainable collaborative practices. The proposed framework provides a theoretical foundation for future empirical research and serves as a strategic guide for inclusive and resilient university governance.