Reinterpreting informal networks through social capital: how socio-political contexts shape their role in organizational dynamics

Purpose This study examines how wasta, as a form of informal networking, operates across socio-politically distinct contexts in the Middle East and how these variations shape human resource management (HRM) practices. Design/methodology/approach This study draws on qualitative interview data from 31 professionals in Jordan and Lebanon, adopting a comparative design grounded in social capital theory to analyze how informal networks function across different socio-political environments. Findings The findings show that wasta is not a culturally uniform practice, but a context-dependent mechanism shaped by political and institutional arrangements. In Jordan, wasta operates primarily as bonding social capital, reinforcing in-group cohesion within relatively homogeneous and tribal structures. In Lebanon, wasta takes on a more complex and politically mediated form, exhibiting bridging characteristics by enabling connections across sectarian and political divides, while also reflecting elements of strategic brokerage within patronage-based systems. These variations lead to distinct implications for recruitment, promotion and access to opportunities. Originality/value This study challenges the dominant view of wasta as a culturally homogeneous practice by demonstrating that bonding and bridging social capital are not inherent properties of ties, but outcomes shaped by the socio-political context. It advances social capital theory by offering a context-sensitive reconceptualization of informal networks and contributes to HRM scholarship by showing how contextually embedded informal practices shape organizational processes in different ways.