Internal Relational Capital: Essence, Diagnostic Methods and Impact Factors in Modern Enterprises

Abstract

Ensuring the strategic competitiveness of modern enterprises requires the creation of an environment that not only promotes economic success but also fosters the development of relational capital, particularly internal relational capital.

The purpose of the article. The aim of this article is to identify the essence of internal relational capital and to carry out its diagnostic analysis using the case of the international holding company «Modern-Expo».

Methods. The methodological basis of the study includes theoretical foundations of management science and the academic works of well-known economists in the fields of intellectual and social capital. To address the research objectives, the study employed the dialectical method of scientific cognition to determine the essence of internal relational capital, conceptual-logical analysis, and a systematic approach. In addition, the factor method was used to identify and substantiate the determinants and influencing factors of internal relational capital.

Results. It has been established that internal relational capital represents the aggregate of an organization’s intellectual knowledge, work processes and methods, executive procedures, databases, and communication and information infrastructure. Internal relational capital refers to relational resources created by the stakeholders within an organization, forming an atmosphere of trust and cooperation within the company. It is proven that the main aspects that should derive from internal relational capital management and dominate intra-organizational relationships are partnership, collaboration, and commitment. Key elements of the internal relational capital management concept include trust, employee engagement, and motivational incentives. Based on an analysis of factors influencing internal relational capital within the «Modern-Expo» international holding, it has been substantiated that the most important elements are employee-to-employee and employee-to-leader relationships.

Conclusions. Internal company relations determine trust in the employer, a sense of safety and fairness, and the adequacy of compensation and employee development principles. These relations significantly affect the quality of work performed and the employee’s attitude toward the employer. From the employer's perspective, positive relationships with employees contribute to increased loyalty, work efficiency, motivation for new challenges, and the internationalization of company goals.