Social Capital as A Facilitator of Operational Performance Information Sharing and Optimization of Buyer-Supplier Performance Management
This study investigates the role of social capital as a key facilitator in optimizing buyer-supplier performance management within the automotive industry. Social capital, encompassing cognitive, relational, and structural dimensions, is evaluated for its impact on operational performance information sharing, supplier performance measurement, and priority customer status. Data were collected through a survey of 482 employees in supplier companies and analyzed using Structural Equation Modeling (SEM-PLS). Results indicate that cognitive and structural social capital significantly influence operational performance information sharing, while relational social capital enhances trust and collaboration. The study also highlights the moderating effect of ISO standard implementation on the relationship between operational performance information sharing and supplier performance measurement. These findings underscore the necessity of fostering social capital to achieve sustainable buyer-supplier relationships and improve operational efficiency.
Keywords: social capital, performance management, priority customer
