We develop a social capital model that explains how networks of
interorganizational relationships can be structured to manage exploration
processes directed at gaining competitive advantage in different environmental
contexts. We argue that a networkstructure of low density and high strength of
relationships is beneficial if the main goal of the network is to actively
configure the environment, e.g. under conditions of high environmental
complexity. In contrast, a network structure of high density and low strength
of relationships is advantageous if the adaptation to changing environmental
conditions is the main concern of the embedded organizations, e. g., in
contexts characterized by high environmental variability
