This study applies the social capital and social impact theories and the hierarchical linear modeling (HLM) approach to examine the multilevel antecedents and performance consequences of employees’ internal and external social capital. Specifically, at the individual-level, organizational citizenship behavior (OCB) and proactive personality are considered as antecedents while in-role and innovative performance is taken as consequences of employee social capital. .At the group-level, innovative culture is analyzed to test its moderating effect on the relationships between the antecedents and social capital. Analytical results based on a sample collected from Vietnamese business workers with a dyadic approach show that the positive effects of proactive personality on both internal and external social capital and that of OCB on internal social capital are supported. The positive effects of internal social capital on in-role and innovative performance, as well as that of external social capital on innovative performance, are also supported. Moreover, innovative culture positively moderates the relationship between OCB and internal social capital, which conversely mediates the relationship between OCB and task performance. The study contributes to the social capital theory by exploring the building of individual internal and external social capital and identifying their individual and contextual determinants. Implications and limitations are discussed.

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