Building social capital in international conflict management: The experience of incoming senior leaders

Abstract: Relationships are key components of international conflict management. However, they require trust that can be disrupted when a senior leader changes. This study draws from theory in social capital and interorganizational cooperation to explore how incoming senior leaders build mission-critical relationships when they enter a new role and conflict environment. This exploratory study utilizes a modified comparative case study approach, comprised of interviews with focal and secondary participants, a questionnaire, and archival data. The goal of this study is ultimately to contribute to more positive and constructive conflict management through the successful building of social capital.

Keywords: international conflict; leadership; social capital; interorganizational cooperation