Exploring the relationship between social capital, knowledge management and lean construction ambidexterity in inter-organizational project networks

Purpose The temporary nature and fragmented structure of inter-organizational project networks in construction foster inherent governance challenges, which lead to prevalent knowledge and experience loss, thereby undermining the development of essential organizational capabilities. To address these challenges, this study posits that informal governance mechanisms, specifically social capital, are critical for enabling effective knowledge management and fostering lean construction ambidextrous capabilities. This study thus investigates how social capital, through knowledge management practices, enables lean construction ambidexterity within project networks. Design/methodology/approach The survey questionnaire was distributed to construction project management personnel in China. The respondents, who were from inter-organizational networks and involved in implementing lean construction techniques, yielded 255 valid questionnaires. Partial least squares structural equation modeling was used for data analysis. Findings The findings indicate that both the relational and cognitive dimensions of internal and external social capital positively promote the exploitation dimension of lean construction capability. Moreover, the structural and relational dimensions of external social capital play a particularly significant role in promoting exploration. A noteworthy finding is that the cognitive dimension of social capital does not significantly affect exploration capabilities. Additionally, knowledge management is confirmed as an important mediator between social capital and lean construction ambidextrous capabilities. Originality/value This study provides a novel theoretical framework that advances the governance of inter-organizational project networks by explicating how social capital, through knowledge management, builds lean construction ambidexterity. The framework offers both a new theoretical lens for understanding capability building and a robust basis for improving project network governance while also serving as a strategic guide for practitioners.