Score contribution per author:
α: calibrated so average coauthorship-adjusted count equals average raw count
This paper examined the ways and the extent to which human capital and social trust are associated with the learning process of a manager in making operations decisions through experience. To this end, using a data set originally and purposively constructed by the author, I investigated the development and transformation of the garment industry cluster region of Kojima, Japan. The major findings through statistical estimations are as follows. (1) In the cluster development stage, the social trust of an enterprise and its manager's experiences in firm operations could be regarded as forming a complementary association. (2) In the stage following cluster development, however, a manager's human capital as accumulated through schooling and personal experience, instead of social trust, become complementary.