This study has been done to analyze the impact of external social capital on competitive advantages in two categories: the organization and manager’s relations. The dynamic capabilities as mediator, and also some environmental adjustment were used. The research method is combinational, with explorative ...
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This study has been done to analyze the impact of external social capital on competitive advantages in two categories: the organization and manager’s relations. The dynamic capabilities as mediator, and also some environmental adjustment were used. The research method is combinational, with explorative approach and develop typology model and the research process is formed in three parts: quantitative- qualitative- quantitative. In the first quantitative step, the basic model was designed by literature review. In the qualitative step, the final conceptual model was outlined with deep interviews and further literature review. The reliability and validity of questionnaire was evaluated with different approaches. The questionnaires were distributed in 13th international building fair in Tehran with random sampling, and 352 returned and complete questionnaires were used for quantitative analysis. The findings show the managerial oriented external social capital did not have a significant (meaningful) impact on mediators, except organizational learning. In contrast, the organizational oriented external social capital had a high significant impact on mediators. The competitive intelligence has an important role between dynamic capabilities dimensions. Also the technological turbulence has the most significant impact between moderators. Based on the findings, pay attention to create strong and influential :union:s, focus on organizational goals in relations and continuous absorption of elite and skilled workers are the most important suggestions for the organizations in this industry.
