Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 5, 1653-1662 2025 Publisher: Learning Gate DOI: 10.55214/25768484.v9i5.7240 © 2025 by the authors; licensee Learning Gate © 2025 by the authors; licensee Learning Gate History: Received: 10 March 2025; Revised: 25 April 2025; Accepted: 28 April 2025; Published: 15 May 2025 * Correspondence: yenlth@ptit.edu.vn Influence of internal social capital and external social capital on acquired knowledge Nguyen Hong Linh1, Le Thi Hong Yen2*, Pham Van Hieu3, Nguyen Thi Thu Huong4, Mai Quynh Phuong5 1University of Labour and Social Affairs, Hanoi, Vietnam, nguyenhonglinhulsa@gmail.com (N.H.L.) 2Posts and Telecommunications Institute of Technology, Hanoi, Vietnam; yenlth@ptit.edu.vn (L.T.H.Y.) 3Hanoi University of Business and Technology, Vietnam; hieukinhte836@gmail.com (P.V.H.) 4Hanoi Open University, Vietnam; thuhuong.kt@hou.edu.vn (N.T.T.H.) 5Electric Power University, Hanoi, Vietnam; phuongmq@gmail.com (M.Q.P.) Abstract: The purpose of this study is to present a thorough empirical analysis of the impact of both internal and external social capital on the knowledge acquisition of logistics companies in Hanoi and the surrounding provinces. Using the ideas from earlier research, the study investigates the internal and external social capital as well as the knowledge that logistics companies in Hanoi and the surrounding provinces have acquired. We employed primary data from a survey of 300 workers at logistics companies in Hanoi and nearby provinces in 2023–2024. A total of 245 valid survey questionnaires were used in the analysis, which included regression modeling, EFA analysis, and reliability analysis of scales (Cronbach's alpha coefficient). Our findings suggest that external social capital, internal social capital, and the acquisition of knowledge by logistics firms are highly valued. Internal social capital has a positive influence on knowledge acquisition by logistics firms, but we did not find that external social capital affects knowledge acquisition by logistics firms. Based on the research findings, our study emphasizes that external social capital, internal social capital, and the acquisition of knowledge by logistics firms need urgent improvement to support their business performance. Keywords: Acquire knowledge, Business administration, Economics, Logistics firms, Social capital, Social work. 1. Introduction For many businesses, building social capital is essential. This promotes the development of human capital; influences business opportunities and success [1] influences innovation in firms [2] influences entrepreneurship [3] lowers risks, maintains economic strength, and influences business performance [4] and improves material benefits, boosts output and profits, and brings long-term benefits. Because of this relationship, businesses may mobilize each other's resources, minimize transaction costs, share expertise and information effectively, and create a plethora of opportunities for commercial collaboration [5]. The number of logistics firms in Vietnam is rapidly increasing. In addition to a few dozen of the world's leading forwarding corporations, there are now hundreds of domestic logistics and transportation companies that provide services ranging from managing goods transit procedures to filing taxes. Although Vietnam's logistics sector is growing swiftly and yielding positive results, its operations are still limited by the size, money, human resource capability, and expertise of logistics firms. By providing a network of services for the transport, distribution, and circulation of commodities, logistics businesses connect operations in the global value chain (GVC). As the world market expands https://orcid.org/0009-0004-6606-1196 https://orcid.org/0009-0006-0396-1634 https://orcid.org/0000-0003-2354-4441 https://orcid.org/0009-0002-3694-4858 1654 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 5: 1653-1662, 2025 DOI: 10.55214/25768484.v9i5.7240 © 2025 by the authors; licensee Learning Gate due to technical improvements, especially the opening of markets in new and undeveloped countries, managers see logistics services as a tool and a communication channel that links different areas of company strategy. Logistics creates value for businesses at the appropriate moment and place. The growth of logistics connects the regional and global economies to the home economy. In order to meet the demands of production and life, logistics businesses move and supply commodities. Additionally, they encourage economic restructuring, boost customer satisfaction, and advance international trade. In addition to infrastructure, resources, and other elements, the logistics industry is built on knowledge. Consequently, by participating in a network of relationships and links with other firms, a business can quickly acquire the information required to compete successfully in that market by comprehending the terms and characteristics of the market [6]. There are still many problems with the way business is done, even if the number and size of logistics firms in Hanoi and the surrounding areas have grown. Many companies are still unable to provide high-quality logistics services; most of them only provide one or two value-added services, and their operations are haphazard, unprofessional, and chaotic. As a result, studies on corporate knowledge acquisition, internal and external social capital, and social capital must be both theoretically and practically important. 2. Literature Review 2.1. External Social Capital Because both sides are determined to sharing a considerable amount of their resources, the more cohesive the external relationships, as indicated by trust, mutual aid, and support, the more favorable outcome will be enabled [7]. As per Cuevas‐Rodríguez, et al. [8] social capital theory posits that an organization can obtain resources from its environment and seek out new opportunities through its external networks. External social capital reflects the connections between companies and individuals who represent externally associated organizations [9]. External social capital will help businesses quickly acquire market knowledge and experience, as well as create new business prospects and prevent harm to one another [9]. 2.2. Internal Social Capital Nguyen and Huynh [10] differentiate between two types of networks: those that have horizontal connections between members and peers, and those that have vertical connections between leaders and employees or between superior and subordinate roles. Internal social capital is the quality of relationships between people and departments within an organization, according to Dai, et al. [9]. This is exemplified by workers or departments that share information and knowledge, keep their word, preserve their relationships, and don't harm one another. In a company with high social capital, all employees embrace the company's goal, which promotes the creation of productive teams and assists family members in improving corporate performance [11]. Using both qualitative and quantitative research methodologies, Nguyen, et al. [12] identify, analyze, and quantify the internal social capital of plastic and packaging businesses in Hanoi and nearby areas. The study found and examined six scales (component qualities) of internal social capital in plastic and packaging companies, based on a review of prior research and expert interviews. 2.3. Acquire Knowledge Forms of knowledge include information, skills, and organizational aptitude. The enterprise organization's internal learning and research Dai, et al. [9] and social capital accumulated through the firm's exterior key customer contacts [13] are the sources of this information. Knowledge acquisition (i), information distribution (ii), shared meaning (iii), and acquired memory (iv) are the four components of knowledge growth, according to Hult, et al. [14]. According to Yli-Renko, et al. [13] acquiring 1655 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 5: 1653-1662, 2025 DOI: 10.55214/25768484.v9i5.7240 © 2025 by the authors; licensee Learning Gate knowledge is essential since it opens up new production opportunities and increases one's ability to seize them. According to Lee, et al. [15] relationships between employees inside the organization must be developed in order for them to freely exchange vital information regarding duties during implementation. Gaining information helps businesses develop new goods, improve their competitiveness, and control customer anxiety, all of which raise the likelihood of success [16]. 2.4. External Social Capital and Acquire Knowledge According to Suseno and Ratten [6] external social capital has a favorable effect on the expansion of business knowledge. Differently knowledgeable partners are more likely to benefit from each other's knowledge in order to work together to achieve the intended results. Knowledge acquisition, which enables businesses to conduct internal research using market and consumer trend data to assist in product development and innovation, is a key factor in market success [7]. External social capital plays an essential role in interacting with the corporate environment and exchanging knowledge from the network of ties. This aids in knowledge acquisition for the business [15, 17]. The environment is impacted by many forms of transportation, and the logistics industry is one of the primary sectors generating carbon emissions and greenhouse gas emissions. Consequently, the logistics industry has been implementing measures to reduce its environmental impact. 2.5. Internal social capital and acquiring knowledge The social capital theory states that the growth of corporate knowledge is positively impacted by internal social capital. As a result, members can interact and exchange information and experiences with one another thanks to internal social capital [17, 18]. Employees engage with one another to learn new things or offer suggestions in reaction to changes in business operations, and managers and leaders share their knowledge with their staff [6]. The quality of an organization's internal network is particularly advantageous to its members; it enables them to learn about the various needs of customers and the unique circumstances of each market [6]. In order to enhance and perfect products or services to meet customer preferences, departments inside the company carry out market research and look for information about consumers, including their needs, wants, and reactions. Logistics firms build long-term connections with customers to understand their demands. Give customers channels for communication, including blogs, social media, customer events, and customer support services. Acknowledge customer feedback and recommendations to improve your company's products. 3. Methodology 3.1. Sample and Research Methods This study was carried out using both qualitative and quantitative methods. Qualitative research approaches were used to create the questionnaire and finish the scale. We conduct in-depth interviews with experts and business executives about knowledge acquisition, internal and external social capital. In quantitative investigations, the "questionnaire-answer" research process is employed. According to Hair, et al. [19] the minimum sample size is determined by the ratio 5:1 (number of observations/measured variables); a minimum of 5 observations are needed for each measurement variable. With 15 observed variables, the study's minimal sample size is 15 * 5 = 75 observations (questionnaire). Based on the information available to the author's group, a simple method was used to choose logistics companies in Hanoi and neighboring regions for the research sample. The study comprised the remaining 245 questions from the total number of questionnaires after filtering. 1656 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 5: 1653-1662, 2025 DOI: 10.55214/25768484.v9i5.7240 © 2025 by the authors; licensee Learning Gate Respondents to the survey are employed by logistics firms in Hanoi and the neighboring regions. Respondents will discuss contentious topics such knowledge acquisition, internal and external social capital, and the company's current situation. All of the research concept scales are multivariate. The observed elements are measured on a 5- point Likert scale, where 1 represents strongly disagree and 5 represents strongly agree, or 1 represents highly disinfluence and 5 represents strongly influence. The assertions on each scale are based on prior research. The scale is adjusted to meet the requirements of logistics firms in Hanoi and the neighboring areas based on the outcomes of extensive talks with specialists and business managers. 3.2. Research Models Figure 1. Research model. External social capital (ESC): Includes 5 observed variables (ESC1, ESC2, ESC3, ESC4, ESC5) inherited from the research results of Nguyen, et al. [20]. Internal social capital (ISC): Includes 6 observed variables (ISC1, ISC2, ISC3, ISC4, ISC5, and ISC6) inherited from the research results of Nguyen, et al. [20]. Acquire knowledge (AK): Includes 4 observed variables (AK1, AK2, AK3, and AK4) inherited from the research results of Le, et al. [21]. 4. Results 4.1. Cronbach Alpha The Cronbach alpha coefficient is used to assess the scales' internal reliability. The reliability of the scale used in the study is confirmed by the statistical results in Table 1, which indicate that Cronbach alpha values in the range of 0.804 to 0.901 are greater than the significance level of 0.7 [22]. The item- total correlation for each observable variable on the scales is higher than 0.3. All of the scales are suitable for exploratory factor analysis since they satisfy the criteria [19, 23, 24]. 1657 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 5: 1653-1662, 2025 DOI: 10.55214/25768484.v9i5.7240 © 2025 by the authors; licensee Learning Gate Table 1. Results of Cronbach’s alpha testing of attributes and item-total statistics. AK Cronbach’s Alpha N of Items 0.893 4 Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item- Total Correlation Cronbach’s Alpha if Item Deleted AK1 8.914 3.284 0.690 0.887 AK2 8.788 3.143 0.785 0.855 AK3 8.780 2.984 0.807 0.845 AK4 8.869 2.868 0.778 0.857 ESC Cronbach’s Alpha N of Items 0.866 5 Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item- Total Correlation Cronbach’s Alpha if Item Deleted ESC1 12.698 9.900 .585 0.862 ESC2 12.633 9.889 .592 0.861 ESC3 12.416 8.351 .803 0.807 ESC4 12.943 9.710 .655 0.846 ESC5 12.461 8.299 .813 0.804 ISC Cronbach’s Alpha N of Items 0.909 5 Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item- Total Correlation Cronbach’s Alpha if Item Deleted ISC1 17.22 14.681 0.693 0.901 ISC2 17.18 14.115 0.778 0.889 ISC3 17.359 14.28 0.787 0.888 ISC4 17.286 14.877 0.698 0.9 ISC5 17.433 14.345 0.763 0.891 ESC6 17.318 13.915 0.772 0.89 4.2. EFA Analysis Tables 2, 3, and 4 show that exploratory factor analysis (EFA) was then conducted using component analysis and variance. The KMO index is 0.822 and 0.893, respectively, more than 0.5 (>0.5), based on the results of Bartlett's test, which was used to investigate the probability of correlation between the observed data. 75.818% and 67.521% of the extracted variance, respectively (>50%), show that these four and five observable factors account for 75.818% and 67.521% of the variation in the data. Sig. < 0.05 indicates that Bartlett's test is statistically significant. Therefore, it can be said that the indicators in the study satisfy the standards of the EFA analysis [19, 23, 24]. These figures show that factor discovery research data analysis is suitable. We have determined six components of the internal social capital of logistics companies, five components of the external social capital, and four components of knowledge acquisition through the quality assurance of the scale and the test of the EFA model [19, 23]. 1658 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 5: 1653-1662, 2025 DOI: 10.55214/25768484.v9i5.7240 © 2025 by the authors; licensee Learning Gate Table 2. KMO and Bartlett’s Test. AK KMO and Bartlett’s Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. 0.822 Bartlett’s Test of Sphericity Approx. Chi-Square 581.322 Df 6 Sig. 0.000 ESC & ISC KMO and Bartlett’s Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. 0.893 Bartlett’s Test of Sphericity Approx. Chi-Square 1,537.589 Df 55 Sig. 0.000 Table 3. Total Variance Explained. Component Initial Eigenvalues Extraction Sums of Squared Loadings Total % of Variance Cumulative % Total % of Variance Cumulative % AK 1 3.033 75.818 75.818 3.033 75.818 75.818 2 0.430 10.762 86.580 3 0.321 8.037 94.616 4 0.215 5.384 100.000 ESC & ISC 1 5.010 45.545 45.545 5.010 45.545 45.545 2 2.417 21.976 67.521 2.417 21.976 67.521 3 0.631 5.740 73.260 4 0.521 4.734 77.995 5 0.466 4.241 82.236 6 0.451 4.104 86.339 7 0.422 3.834 90.173 8 0.377 3.427 93.600 9 0.293 2.667 96.267 10 0.228 2.071 98.338 11 0.183 1.662 100.000 Source: Extraction Method: Principal Component Analysis. Table 4. Component Matrixa. AK Component 1 AK3 0.898 AK2 0.885 AK4 0.879 AK1 0.818 ESC&ISC Component 1 2 ISC2 0.796 -0.309 ISC6 0.779 -0.334 ISC3 0.772 -0.379 ISC5 0.743 -0.400 ISC4 0.697 -0.371 ISC1 0.689 -0.383 ESC1 0.581 0.432 ESC2 0.555 0.470 ESC5 0.627 0.642 ESC3 0.620 0.641 ESC4 0.491 0.625 1659 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 5: 1653-1662, 2025 DOI: 10.55214/25768484.v9i5.7240 © 2025 by the authors; licensee Learning Gate 4.3. Regression Model There are two independent variables and one dependent variable in this study, and the results are determined using multiple regression analysis. The only variable in the regression phase of this study will be acquire knowledge (AK). Examine the effects of internal and external social capital (ESC and ISC) on logistics businesses' acquired knowledge (AK) using the model regression (see Fig. 1). Table 5 illustrates the validity of the model and the relationships between the dependent variable and the two independent variables. This model's R-square value of 0.125 indicates that two factors explain 12.5% of the variance in logistics businesses' acquired knowledge (AK) [23, 25]. The ANOVA test's p-value (sig. value) is 0.000 with a 95% confidence interval, satisfying the condition that it be less than 0.05 (table 6). Stated differently, the ANOVA analysis demonstrates the relevance of the linear model (Hair et al., 2010; Hoang & Chu, 2008). Durbin-Watson statistics, which are used to confirm the autocorrelation of residuals, show that the model is not violated when using the multiple regression approach because the Durbin-Watson value falls between 1 and 3 (DW = 1.773). In other words, there is no residual autocorrelation in the model [23, 25]. One independent variable is a significant predictor of the dependent variable, as indicated by the fact that one of the p-values (sig. values) in the coefficients result shown in Table 7 is less than 0.05. Furthermore, the VIF values for both predictors are less than 2, which suggests that multicollinearity is not present [23, 25]. Based on the result, the regression equation can then be ascertained as follows: AK = 0.313*ISC. Table 5. Model Summaryb. Model R R Square Adjusted R Square Std. Error of the Estimate Durbin-Watson 1 0.354a 0.125 0.118 0.53887 1.773 Note: a. Predictors (Constant): ISC, ESC b. Dependent Variable: AK. Table 6. Anovaa. Model Sum of Squares Df Mean Square F Sig. Regression Residual Total 10.073 70.273 80.346 2 242 244 5.036 0.290 17.343 0.000b Note: a. Dependent Variable: AK b. Predictors: (Constant): ISC, ESC. Table 7. Coefficientsa. Model Unstandardized Coefficients Standardized Coefficients T Sig. Collinearity Statistics B Std. Error Beta Tolerance VIF (Constant) 1.898 0.190 9.996 0.000 ESC 0.070 0.049 0.091 1.429 0.154 0.887 1.127 ISC 0.239 0.049 0.313 4.901 0.000 0.887 1.127 Note: a. Dependent Variable: AK. 5. Discussion and Implications Logistics is the process of planning, executing, and overseeing the flow of commodities or data related to inputs (raw materials) and outputs (completed goods) from one place to another. Planning and organizing the flow of raw materials from suppliers to manufacturers as well as advancing the flow of 1660 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 5: 1653-1662, 2025 DOI: 10.55214/25768484.v9i5.7240 © 2025 by the authors; licensee Learning Gate goods from the point of final production to the customer are examples of contemporary logistics tasks. Logistics related to transportation are not the only activities involved. Involve the entire community to maximize and reduce processing and storage costs. The additional circulation process in the area of supplying goods and services to meet production and living needs is handled by logistics firms. Logistics firms offer services to satisfy client demands in addition to transporting goods produced by manufacturing firms. Complete, synchronous, quick delivery of goods at the scheduled time, place, and amount is one of these services. In addition to improving customer service, services can be used to effectively compete with competitors in order to attract new customers, expand into untapped markets, and increase revenue. Logistics firms must prioritize their clients, be customer-focused, innovate in all facets of their operations, and consistently raise the bar for meeting their clients' ever-increasing expectations through service delivery in order to achieve this. Logistics firms must work together and communicate with organizations in other sectors, like banking, insurance, and finance, to provide customers with the best service possible. Because logistics firms specialize in providing service activities, they can use all of their strengths to help clients create different product types and choose acceptable items with diverse prices and characteristics. Establish distribution channels to deliver goods to clients according to their requirements. Logistics companies use a variety of research approaches depending on their specific goals, which could include marketing campaigns, service introductions, market expansion, etc. Under all conditions, market research is an essential activity to ensure the delivery of accurate and thorough information. Businesses can create logical strategic strategies and accomplish outstanding business success with this knowledge. Before logistics firms are prepared to join a new market, they will face a variety of new and difficult circumstances, such as unforeseen risks. As a result, this process requires a deep understanding of the economy, consumer needs, relevant regulations, competitors, and the intended audience. Businesses can minimize preventable mistakes by conducting market research. Before launching new services, logistics firms must conduct a comprehensive market analysis and select the right target market. By doing this, companies will be able to better understand the requirements and desires of their clients and enhance their offerings to meet those needs. Prior to launch, it is essential to carry out market research and enhance services. It helps logistics firms increase the probability that services will be delivered successfully. Logistics firms must conduct in-depth research and fully understand their target market. Learn about the needs of your customers, their demographics, the economy, their purchasing habits, and more. Surveys can be created and administered in-person or online using tools like Google Forms and SurveyMonkey to gather data and feedback from clients. Inquire in-depth about the client's requirements, preferences, problems, and desired methods of receiving improved service. After every transaction or service use, customers give logistics businesses feedback. Logistics companies should include feedback channels, including social media, phone, email, or customer care systems, so that customers may share their opinions. This feedback can help businesses better understand the needs and problems that customers are facing. It is important to pay attention to and consider sincere customer comments. To improve products, services, and customer interactions, take into account and implement these recommendations. Sustainable development is essential to the success of any business because it promotes customer satisfaction, partner growth, and brand promotion. Businesses in the logistics industry that promote sustainable services are gaining popularity among consumers, investors, and the general public. Over the course of their operations, logistics companies usually have to make difficult decisions, such as whether to enter new markets or create a competitive pricing strategy. Options Inadequate foundation might lead to undesirable consequences, such missed opportunities or lost revenue. To lower this risk, businesses must collect essential market data and information to serve as a basis for decision- making. 1661 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 5: 1653-1662, 2025 DOI: 10.55214/25768484.v9i5.7240 © 2025 by the authors; licensee Learning Gate When introducing new products and services or entering new markets, most logistics firms rely significantly on market research. This strategy has many benefits, including horizon shrinking, idea development, and risk reduction. From there, it helps companies achieve better business results. Studying consumer behavior gives logistics firms the most natural and useful perspective. This allows them to create fictitious situations and ask customers for feedback. Logistics firms will therefore have better-prepared scenarios rather than having to rely only on data to predict problems. Transparency: The authors confirm that the manuscript is an honest, accurate, and transparent account of the study; that no vital features of the study have been omitted; and that any discrepancies from the study as planned have been explained. This study followed all ethical practices during writing. Acknowledgement: The authors would like to thank the University of Labour and Social Affairs, Vietnam; Hanoi University of Business and Technology, Vietnam; Posts and Telecommunications Institute of Technology, Hanoi, Vietnam; Hanoi Open University, Vietnam; Electric Power University, Hanoi, Vietnam; and other researchers and reviewers who supported us during the study time. Copyright: © 2025 by the authors. This open-access article is distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/). References [1] J. B. Davis, Social capital and social identity: Trust and conflict1. In Social capital and economics. London: Routledge, 2014. [2] R. Jiménez, R. Ponce, and L. Gutiérrez, "Socio-enterprise performance through social capital and other determinants," Pretium, Journal of Economics, Finance and Business, vol. 6, no. 1, pp. 1-7, 2016. [3] C.-N. Chen, L.-C. Tzeng, W.-M. Ou, and K.-T. Chang, "The relationship among social capital, entrepreneurial orientation, organizational resources and entrepreneurial performance for new ventures," Contemporary Management Research, vol. 3, no. 3, pp. 213-232, 2007. https://doi.org/10.7903/cmr.90 [4] T. Casey, The social context of economic change in Britain: Between policy and performance. Manchester, UK: Manchester University Press, 2002. [5] J. Yang, T. G. Brashear Alejandro, and J. S. Boles, "The role of social capital and knowledge transfer in selling center performance," Journal of Business & Industrial Marketing, vol. 26, no. 3, pp. 152-161, 2011. https://doi.org/10.1108/08858621111115877 [6] Y. Suseno and V. Ratten, "A theoretical framework of alliance performance: The role of trust, social capital and knowledge development," Journal of Management & Organization, vol. 13, no. 1, pp. 4-23, 2007. [7] K. Laursen, F. Masciarelli, and A. Prencipe, "Regions matter: How localized social capital affects innovation and external knowledge acquisition," Organization Science, vol. 23, no. 1, pp. 177-193, 2012. [8] G. Cuevas‐Rodríguez, C. Cabello‐Medina, and A. Carmona‐Lavado, "Internal and external social capital for radical product innovation: do they always work well together?," British Journal of Management, vol. 25, no. 2, pp. 266-284, 2014. [9] W. D. Dai, Z. E. Mao, X. R. Zhao, and A. S. Mattila, "How does social capital influence the hospitality firm's financial performance? The moderating role of entrepreneurial activities," International Journal of Hospitality Management, vol. 51, pp. 42-55, 2015. https://doi.org/10.1016/j.ijhm.2015.07.002 [10] H. T. Nguyen and D. T. Huynh, "The contribution of social capital into the activities of real estate companies in Vietnam," Journal of International Business Research, vol. 11, no. 3, p. 53, 2012. [11] O. O. Akintimehin, A. A. Eniola, O. J. Alabi, D. F. Eluyela, W. Okere, and E. Ozordi, "Social capital and its effect on business performance in the Nigeria informal sector," Heliyon, vol. 5, no. 7, p. e02024, 2019. [12] T. H. Nguyen, T. T. Le, X. H. Nguyen, and T. H. P. Nguyen, "Internal social capital: The case of plastic and packaging firms," International Journal of Advanced Multidisciplinary Research and Studies, vol. 3, no. 4, pp. 1180-1183, 2023. [13] H. Yli-Renko, E. Autio, and H. J. Sapienza, "Social capital, knowledge acquisition, and knowledge exploitation in young technology-based firms," Strategic Management Journal, vol. 22, no. 6-7, pp. 587–613, 2001. https://doi.org/10.1002/smj.183 https://creativecommons.org/licenses/by/4.0/ https://doi.org/10.7903/cmr.90 https://doi.org/10.1108/08858621111115877 https://doi.org/10.1016/j.ijhm.2015.07.002 https://doi.org/10.1002/smj.183 1662 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 5: 1653-1662, 2025 DOI: 10.55214/25768484.v9i5.7240 © 2025 by the authors; licensee Learning Gate [14] G. T. M. Hult, D. J. Ketchen, and S. F. Slater, "Information processing, knowledge development, and strategic supply chain performance," Academy of Management Journal, vol. 50, no. 2, pp. 359–373, 2007. https://doi.org/10.5465/amj.2007.24634438 [15] J. Lee, J.-G. Park, and S. Lee, "Raising team social capital with knowledge and communication in information systems development projects," International Journal of Project Management, vol. 33, no. 4, pp. 797-807, 2015. https://doi.org/10.1016/j.ijproman.2014.11.004 [16] M. Zhang, F. Lettice, and X. Zhao, "The impact of social capital on mass customisation and product innovation capabilities," International Journal of Production Research, vol. 53, no. 17, pp. 5251-5264, 2015. [17] I. Prieto-Pastor, V. Martín-Pérez, and N. Martín-Cruz, "Social capital, knowledge integration and learning in project-based organizations: A CEO-based study," Journal of Knowledge Management, vol. 22, no. 8, pp. 1803-1825, 2018. [18] R. Mikovic, D. Petrovic, M. Mihic, V. Obradovic, and M. Todorovic, "Examining the relationship between social capital and knowledge usage in the nonprofit industry," Knowledge Management Research & Practice, vol. 17, no. 3, pp. 328-339, 2019. https://doi.org/10.1080/14778238.2019.1638740 [19] J. F. Hair et al., "Common beliefs and reality about partial least squares: Comments on Rönkkö and Evermann," Organizational Research Methods, vol. 17, no. 2, pp. 182–209, 2014. https://doi.org/10.1177/1094428114526928 [20] H. L. Nguyen, T. H. Nguyen, and V. D. Pham, "External social capital: The case of food firms," International Journal of Advanced Multidisciplinary Research and Studies, vol. 3, no. 5, pp. 531-535, 2023. [21] Q. T. Le, V. H. Pham, and T. M. A. Nguyen, "Acquire knowledge: The case of logistics firms," Journal of Research Administration, vol. 6, no. 1, pp. 4787–4795, 2024. [22] J. C. Nunnally and I. H. Bernstein, "The assessment of reliability," Psychometric Theory, vol. 3, pp. 248-292, 1994. [23] T. Hoang and N. M. N. Chu, Analyzing researched data with SPSS, 2nd ed. Ho Chi Minh City, Vietnam: Hong Duc Publishing House, 2008. [24] J. F. Hair, W. C. Black, B. J. Babin, and R. E. Anderson, Multivariate data analysis, 7th ed. Upper Saddle River, NJ: Prentice Hall International, 2009. [25] J. F. Hair, W. C. Black, B. J. Babin, and R. E. Anderson, Multivariate data analysis, 7th ed. New York: Pearson, 2010. https://doi.org/10.5465/amj.2007.24634438 https://doi.org/10.1016/j.ijproman.2014.11.004 https://doi.org/10.1080/14778238.2019.1638740 https://doi.org/10.1177/1094428114526928