Management of the development of social capital of organizations of the military-industrial complex as a sociological problem

The results of the theoretical analysis of the problem of the development of the social capital of the organizations of the military-industrial complex (MIC) in modern geopolitical and economic conditions are presented. The purpose of the article is to analyze the phenomenon of “social capital” and determine the possibilities for managing it in MIC. Based on the material of foreign and domestic classical and modern publications, it is shown that the concept of social capital is debatable, requiring conceptualization. Thus, there is no consensus among researchers on the possibility of classifying this phenomenon as “capital”, the mechanisms of its transformation into other types of capital have been outlined, but not investigated, its specifics have not been studied in companies of the MIC, there is practically no definition of the concept of “corporate social capital” for holding structures. Representing a specific sector of the economy, which is designed to meet the defense and military needs of the state, the MIC has a number of key features. The authors have identified and described five such features that have a significant impact on the formation of the social capital of companies in the MIC. The determining factors are, on the one hand, the building of complex information and social corporate chains between companies of the MIC and their counterparties, business communication in which is based on compliance with the principles of trust, honesty and ethics, on the other - the need to form internal corporate relations, general norms of organizational behavior, value priorities in the holding organization of production in compliance with secrecy, both in the internal and external contour of companies. In the situation of accelerating innovative development, in the current economic and political situation, these features generate contradictions in the development of the social capital of companies. Nine contradictions defining the sociological problems of the study of social capital in the companies of the MIC are formulated. The necessity of disclosing the systemic organization of social capital for companies of the MIC and the managerial approach to removing the main contradictions, the keycharacteristics of which are consistency and proactivity, are substantiated.