Managerial social capital, strategic orientation, and organizational performance in an emerging economy

• 成果类型: Article
• 署名作者: Acquaah, Moses
• 署名单位: University of North Carolina; University of North Carolina Greensboro
• 刊物名称: STRATEGIC MANAGEMENT JOURNAL
• ISSN/ISSBN: 0143-2095
• DOI: 10.1002/smj.632
• 发表日期: 2007
• 页码: 1235-1255
• 关键词: Social capital; competitive strategic orientation; organizational performance; Ghana; African emerging economy

摘要

This study replicates and extends previous research focusing on China, to a sub-Saharan African emerging economy environment. Specifically, the study directly replicates the impact of social capital derived from the micro-managerial networking relationships and ties with top managers at other firms and government officials on macro-organizational performance using data from Ghana. This study further extends previous work by examining the impact of social capital derived from managerial social networking relationships and ties with community leaders on organizational performance. It examines how the relationship between social capital and organizational performance is contingent on an organization's competitive strategic orientation. The findings suggest that social capital developed from managerial networking and social relationships with top managers at other firms, government officials (political leaders and bureaucratic officials), and community leadership enhance organizational performance. The findings from the contingency analyses reveal some interesting trends. The impact of social capital on organizational performance differs between firms that pursue the different competitive strategies (low-cost, differentiation, and combination of low-cost and differentiation) and those who do not pursue those strategies. Copyright (C) 2007 John Wiley & Sons, Ltd.