An Investigation of the Effect of External Social Capital on Dynamic Organizational Capabilities Considering the Mediating Role of Exchange Climate

Document Type : Research/Original/Regular

Authors

1 Ph.D. Student, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfahan, Iran

2 Assistant Professor, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfahan, Iran

Abstract

Competing in international export markets poses considerable challenges to companies and calls for dynamic capabilities. This study aimed at identifying the dynamic capabilities necessary to be successful in export markets and investigating the effect of external social capital on identified dynamic capabilities considering the mediating role of exchange climate. The study was a mix-method research project, and included qualitative and quantitative phases. Semi-structured interviews and thematic analysis were used to collect and analyze qualitative data. Thematic analysis resulted in the extraction of five sub-themes and two broad themes for dynamic capabilities. The sub-themes of “export market exploitation” and “manufacturing flexibility capabilities” were categorized into the broad theme of “exploitation dynamic capabilities.” In addition, the sub-themes of “export market exploration”, “research and development”, and “export entrepreneurial orientation capabilities” were classified into the broad theme of “exploration dynamic capabilities.” In the quantitative phase, research population included export companies of Isfahan province selected as top export companies in 2016 and 2017. The statistical population was limited, so all of the population members were studied. The data was collected via a questionnaire and analyzed through structural equation modeling conducted by Smart PLS3. The obtained results indicated that external social capital positively influences dynamic capabilities and exchange climate. Moreover, the mediating role of exchange climate in the relationship between external social capital and dynamic capabilities was confirmed.

Keywords

References

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Social Capital Management
Volume 7, Issue 1
April 2020
Pages 59-86

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