This thesis investigates the influence of social capital on the performance and collaboration of self-managing teams, particularly in a hybrid work environment. It aims to understand the factors that enhance or impede the development of social capital within such teams. The study is set in the context of a Finnish finance sector organization undergoing significant organizational changes, including a shift towards self-management and hybrid work models.

The research adopts a qualitative approach, utilizing thematic interviews with team members to gather insights into their experiences, perceptions, and the dynamics of social capital within the team. The study explores the concept of social capital from the perspectives of key theorists and examines its function and significance within a self-managing team. It also delves into how self-management practices differ from traditional work approaches and how these differences impact team dynamics and social capital. Key findings highlight the importance of factors like trust, open communication, and shared goals in fostering social capital. The study reveals that in a self-managing team, the stability and clarity of roles, alongside effective communication and trust-building practices, are crucial for enhancing team performance and well-being. Challenges such as team turnover and adapting to remote work dynamics are identified as potential barriers to developing strong social capital.

The thesis contributes to understanding the complex interplay between social capital and self-management in modern work environments, offering valuable insights for organizations looking to improve teamwork and employee engagement in hybrid settings. It underscores the importance of nurturing social capital as a critical resource for team development and organizational success.