How do organic food firms build relationships? A qualitative analysis

The complex network structure of an organic food value chain necessitates cooperation and collaboration among its various partners. Organic food value chains rely on keystone firms to build social capital across complex networks for stakeholder value creation. Through MAXQDA-coded analysis of interviews with three Indian organic firms, this study clarifies social capital dimensions by classifying relationship activities (structural: frequent meetings; relational: trust/reciprocity; cognitive: shared narratives), while demonstrating how firm age and nature shape adaptive strategies. Older firms prioritize maintaining central network positions, while welfare-focused firms emphasize reciprocity to enable knowledge exchange and performance gains. Unlike prior research, it reveals dimensional overlap rather than mutual exclusivity, providing a practical framework for holistic social capital building amid rising sustainability demands. These insights extend theory by illuminating firm-contingent dynamics in emerging markets and guide managers: new entrants should pursue interdependent approaches, while established firms reinforce entrenched networks, ultimately fostering resilient organic chains.