ier to performing collaboration well is that teamwork arrangements must overcome the pull of social capital. Individuals with abundant social capital are more likely to approach reliable co-workers than those without the capital. The former are more likely than the latter to seek help, knowledge, and obligations from others, reduce search costs to obtain expert opinions (Boh, Ren, Kiesler, & Bussjaeger, 2007), and eventually increase their job effectiveness.
             Despite the importance of individuals' job effectiveness in their organizational teams, much previous research studying job effectiveness emphasizes individuals' attitudes or psychological attachment towards their organization as antecedents that do not involve frequent social contacts with their team co-workers. Social capital theory is applied herein, because the theory helps explain various social relationships that are critical for collaboration and interactions among organizational members, leading to its appropriateness for examining job effectiveness in teaming contexts.
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