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We formulate and test a model of social capital that conceptualizes the context in which actors operate along two dimensions of uncertainty, namely uncertainty about ego’s access to resources and information and uncertainty about the mobilization of actors controlling those resources and information. We apply our model to studying the effectiveness of chief executive officers (CEOs) in helping their organizations to respond to a sudden increase in market uncertainty that threatened the survival of their firms. Using a representative sample of Slovenian firms in the early nineties, we show that, after controlling for the level of exposure to the market shock, CEOs who could rely on the mobilization of a cohesive top management team and whose networks were relatively more focused on their external constituencies than on their internal contacts were better positioned to increase sales to the domestic and Western …