The impact of managerial networking relationships on organizational performance in sub-Saharan Africa: evidence from Ghana
- UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
- Moses Acquaah, Professor and Department Head (Creator)
- Institution
- The University of North Carolina at Greensboro (UNCG )
- Web Site: http://library.uncg.edu/
Abstract: This paper focuses on how managerial networking relationships developed with external entities affect organizational performance using survey data from organizations in Ghana. Networking relationships with external entities are established so as to obtain resources, valuable information, and to acquire and exploit knowledge, in order to overcome the high level of uncertainty in the business environment. The findings provide strong support that managerial networking relationships developed with top managers of other firms, government bureaucratic officials, community leaders, and leaders of employee unions and representatives enhance organizational performance. However, managerial networking relationships developed with politicians at different levels of government are either not related to performance or impede performance. Empirically, the findings confirm that managerial networking relationships may have beneficial as well as detrimental effects on organizations.
The impact of managerial networking relationships on organizational performance in sub-Saharan Africa: evidence from Ghana
PDF (Portable Document Format)
335 KB
Created on 9/15/2021
Views: 879
Additional Information
- Publication
- Organization Management Journal, 3 (2), 115-138. https://doi.org/10.1057/omj.2006.13
- Language: English
- Date: 2006
- Keywords
- managerial networking relationships, social capital, organizational performance, sub-Saharan Africa, Ghana