“…In the literature on digital transformation, several authors (Mignenan, 2021;Satalkina & Steiner, 2020b;Vaska et al, 2021) specify that business networks encompass all varied, close, and lasting relationships with important suppliers and customers (Mignenan, 2021a;Satalkina & Steiner, 2020b;Vaska et al, 2021) more broadly, according to other authors (Janati-Idrissi, 2020; Loonam, Zwiegelaar, Kumar, & Booth, 2020b;Taqi et al, 2021) various dynamic and productive relationships to other partner organizations such as distributors, complementary companies, or government institutions. Only interactions that bring out a minimum of value to the company are perceived as dynamic relational capital, as a potentially strategic means (Herman, 2022;Pablos, 2004;Zahra et al, 2006). To create such value, these interactions (Herman, 2022;Pablos, 2004;Zahra et al, 2006) have certain characteristics :first, relations are based on complementarity, mutual support from partners and reciprocity, and secondly; the partnership will focus on win-win philosophy to facilitate the commitment of employees; in third place, the posture of trust must be put forward and therefore, appears fundamental to the partnership project, finally; in the fourth place, the relational strategy is established in the "longtermiste " logic; a point highlighted both in the process of entrepreneurship (Mignenan, 2021;Zahra et al, 2006) than its resilience mechanism (Mignenan, 2021a;Zahra et al, 2006) Based on these elements, relational capital can be defined as the set of dynamic and productive relationships of the digital entrepreneur marked by trust, respect, reciprocity and commitment of partners.…”