The Application of Social Capital and Organizational Ambidexterity to the Value Creation Process of Dynamic Capability: Antecedents and Consequences

Lin, K. H., Peng, Y. P., Peng, Y. C., and Teng, T. C. 2020. The Application of Social Capital and Organizational Ambidexterity to the Value Creation Process of Dynamic Capability: Antecedents and Consequences. NTU Management Review, 30 (1): 1-36. doi:10.6226/NTUMR.202004_30(1).0001

Ku-Ho Lin, Department of Business Administration, National Chung Hsing University
Yao-Ping Peng, School of Management, Xi An University of Architecture and Technology
Yen-Chun Peng, Department of Chains and Franchising Management, Takming University of Science and Technology
Tien-Chiang Teng, Department of Business Administration, National Chung Hsing University

Abstract

This study selects internal and external social capital as a learning mechanism in the construction and cultivation of exploitation and exploration capability, to discuss the process in which firms with limited internal resources acquire relevant knowledge and resources. Survey data is collected from Taiwan electronics and electronic motor manufacturing firms with 234 valid samples. The empirical results show that both inter-firm and intra-firm social capital have positive effects on exploitation capability, and only intra-firm social capital has a significantly positive effect on exploitation capability. An inverted U-shape relationship exists between exploitation capability and organizational performance and the hypothesis is not supported. In terms of ambidexterity, balanced and combined ambidexterity both have a positive effect on organizational performance. Finally, this study proposes theoretical and practical implications as well as suggestions for future research. 


Keywords

organizational ambidexterityorganizational learningdynamic capabilitysocial capital


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