Social Capital, Culture, and Commitment to Sustainability Among Small-and Medium-Sized Enterprises

Ina Keçi, Luis Miguel López-Bonilla, Jesús Manuel López-Bonilla

Keywords: mediation, SMEs, social capital, structural equation modelling, sustainability

Sustainable development has emerged as one of the foremost challenges of the 21st century, impacting not only governments and large corporations but also small and medium-sized enterprises (SMEs), which are essential to the global economy. This article examines how these companies can embrace sustainability, emphasising a crucial yet frequently underestimated aspect: social capital and its connection to culture.

Small and medium-sized enterprises (SMEs) are vital to both the economy and the environment. They create a substantial number of jobs and significantly contribute to economic growth, particularly in developing countries. However, SMEs also have a notable environmental impact, as they account for a large share of industrial pollution. This situation raises an important question: what factors motivate these companies to adopt sustainable practices?

Traditionally, research has examined the roles of culture and social capital in business behaviour separately. However, this study proposes a more integrated perspective: culture influences sustainability mainly through social capital. In other words, possessing certain cultural values alone is insufficient; these resources must be utilised through social relationships, networks, and trust to create a meaningful impact on business decisions.

Social capital refers to the resources generated from relationships among individuals and organisations, including networks of contacts, mutual trust, information exchange, and collaboration. In the business realm, this capital empowers small and medium-sized enterprises (SMEs) to access knowledge, connect with key stakeholders, and adapt more effectively to environmental challenges. According to the study, social capital serves as a “bridge” that translates abstract cultural values into tangible behaviours aimed at promoting sustainability.

The article distinguishes between two types of social capital: structural and cognitive. The former refers to formal networks and connections between stakeholders (for example, alliances or collaborations), while the latter is based on shared values, norms, and common understandings. The results show that structural social capital has a stronger impact on sustainability than cognitive capital, since real networks and connections more directly facilitate collective action and access to resources.

Regarding culture, the study focuses on two main dimensions: collectivism (the importance of the group over the individual) and uncertainty avoidance (the preference for stability and planning). The findings indicate that these cultural characteristics influence the formation of social capital. For example, more collectivist societies tend to generate stronger networks and relationships of trust, which foster sustainable behaviours. However, culture alone is not enough; it must be activated through social mechanisms to have a real effect.

 

An interesting aspect of the study is its use of the kaleidoscope metaphor to explain the interaction between culture, social capital, and sustainability. Just as in a kaleidoscope, where different elements combine to create shifting patterns, these factors interact dynamically to produce varying levels of sustainable commitment. This perspective underscores the complexity of the phenomenon and the need for integrated approaches.

The research is based on data collected from SMEs in Albania, a particularly relevant context given that it is a developing country where formal institutions can be weaker and social networks become more important. In this environment, social capital becomes even more crucial, as it compensates for the lack of formal resources and facilitates cooperation among stakeholders.

From a practical standpoint, the study offers several recommendations. For businesses, it highlights the importance of investing in collaborative networks, fostering trust-based relationships, and promoting an organisational culture oriented toward cooperation and sustainability. For policymakers, it suggests supporting the creation of networking platforms, incentivising collaboration among companies, and designing policies that reinforce collective, long-term values.

However, the article also acknowledges some limitations. For example, it focuses primarily on the role of social capital and does not analyse in depth other external factors, such as public policies or economic incentives, which can also influence business sustainability. Furthermore, it cautions that social capital is not always positive: in some cases, overly closed networks can generate complacency or resistance to change.

In conclusion, this study offers an innovative perspective by demonstrating that sustainability in SMEs depends not only on economic or technological resources, but also on social and cultural factors. Social capital emerges as a key element that connects cultural values with concrete actions, enabling companies to address environmental and social challenges more effectively. This integrated perspective is particularly relevant for understanding and promoting sustainable development in developing countries.

Article citation:

Keçi, I., López‐Bonilla, L. M., & López‐Bonilla, J. M. (2026). Social Capital, Culture, and Commitment to Sustainability Among Small‐and Medium‐Sized Enterprises. Sustainable Development, 34, S2, 1182-1202, https://doi.org/10.1002/sd.70393