Social networking relationships, firm-specific managerial experience and firm performance in a transition economy: a comparative analysis of family and non-family firms

UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
Moses Acquaah, Professor and Department Head (Creator)
The University of North Carolina at Greensboro (UNCG )
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Abstract: The effect of social networking relationships, firm-specific managerial experience, and their interactions on performance between family owned and nonfamily firms are studied. Using data from 106 organizations in Ghana, the findings show that family owned firms benefit more from networking relationships with bureaucratic officials than do nonfamily firms. However, nonfamily firms benefit more from networking relationships with community leaders and firm-specific managerial experience than do family owned firms. Networking relationships with politicians impede performance for nonfamily firms. Nonfamily firms are better able than family owned firms to use their firm-specific managerial experience to manage the resources and capabilities obtained from networking relationships with community leaders to create value. Moreover, firm-specific managerial experience attenuates the detrimental effects of networking with politicians for both types of firms.

Additional Information

Strategic Management Journal, 33: 1215-1228
Language: English
Date: 2012
social networking, family firms, firm-specific managerial experience, firm performance, Sub-Saharan African transition economy

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