The Role of Organizational Social Capital in Overcoming the Economic Crisis at Russian Manufacturing Enterprises

This paper focuses on studying the impact of organizational social capital on the trajectory of economic development of manufacturing enterprises after the economic crisis in 2008. Organizational social capital is understood by three facets of the relations between employers and employees: trust, the nature of relations (formal-informal) and cooperation. To identify the possible impact of this type of capital on the status of the enterprise after the global economic crisis - liquidated or open, and in the case of "survival" on the average annual increase in revenue, two logistics models were built. In the course of the study it was revealed that the level of cooperation between managers and employees, based on the responses of employees, is uniquely positive for both survival and significant economic growth after the crisis. Active feedback between management and workers, the employees' ability to participate in the development and adoption of production decisions, as well as the management's close attention to the complaints and suggestions of the work collective help not only keep the enterprise afloat when a crisis occurs, but also gives a chance for its further development with a significant average annual increase in revenue. Otherwise, trust between employees and managers, as well as the nature of the relationships that develop between them (the degree of their informality) influence in the other way. These characteristics do not have a significant impact on the probability of an enterprise closure during an economic recession. As for the prospects for development for enterprises that managed to withstand the crisis, here, as it seems, in the current Russian conditions, for their successful functioning informal, partnership relations and a minimum of trust are needed.