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1.
Although the literature documents the direct effects of managerial ties on firm performance, the empirical results are divergent and inconclusive. To explain these disparities, this study (1) develops and tests a model that establishes the role of external resource acquisition as a salient mediating mechanism through which managers’ business and political ties influence firm performance; and (2) examines the moderating role of environmental turbulence that further explains the impact of managerial ties on resource acquisition (the mediator). Results from a survey of 253 firms in China indicate that resource acquisition plays a partial mediating role in the relationships between the two sub-dimensions of managerial ties and firm performance. Environmental turbulence shows a curvilinear (i.e., inverted U-shaped) moderating effect on the business ties–resource acquisition relationship, whereas it dampens the positive effect of political ties on resource acquisition. Theoretical and managerial implications are discussed.  相似文献   

2.
Sales managers often engage relational gatekeepers who connect personally with key managers or decision-makers in the client organization to broker the structural holes (‘absence of direct connections’) in sales relations in closely-knit networked markets. Based on interviews with fourteen local sales managers working for foreign companies and seven local gatekeepers in China, we aim to understand how different types of guanxi (‘particularistic personal ties’) bases and related social ties interact with one another, and together bridge structural holes in the sales management. We develop propositions to capture the essence of approaches, bases, rules, and rewards in sales gatekeeping (which refer to a process that involves the facilitation provided by relational gatekeepers in social and business interactions between a sales manager and a client manager in sales). We further develop a framework for understanding the differences in terms of guanxi bases and gatekeeper ties between homogeneous and heterogeneous structural holes in sales gatekeeping. This new framework has important theoretical and practical implications, as it allows researchers and practitioners to evaluate the guanxi-base characteristics of structural holes in business networking in China, and to determine the appropriate gatekeeper tie for the different purposes of gatekeeping (symbolic vs. reciprocal) in sales management.  相似文献   

3.
Product development managers and academics like to assure themselves and each other that new product development is one of the most critical areas of company competence and contributes positively to company success. But does top management agree? Because if they do not, the consequences will heavily influence the resource allocation to product development and career possibilities of new product developments manager. This study examines how top managers view the importance of product development relative to other central competence areas. Although asking managers about their perception is one way of evaluating the importance, its contribution to company success is another important measure. In this study, the impact of product development, relative to other important competence areas, is measured to assess further how critical product development is for overall company success. The authors investigate these matters in a survey of top managers in 513 Danish production companies. Ten areas important for achieving company objectives are identified. These are product development, market intelligence, production management, strategy and vision, sales, market responsiveness, promotion, internal co‐operation, image, and supply management. Product development is rated a fairly important competence as it ranks number four, with sales, market responsiveness, and production management ranking numbers one to three. Yet a distressing negative impact on overall company success is found for product development proficiency, whereas success is positively related to production management, image, and differentiation of products. Further analysis reveals that product development contributes positively to success by enabling product differentiation and enhancing promotion proficiency. Influenced by and influencing many other competencies, product development is found to be a central competence. Results support a nonfunctional and broad perspective of how bundles of competences interact and impact on success and establish a positive overall contribution to product development.  相似文献   

4.
Three paradoxes have been revealed in the study of business networks by Industrial Marketing and Purchasing (IMP) researchers. These are: seeking opportunities and then facing limitations, influencing others and yet being influenced in turn, and controlling and yet being out of control in network situations. These paradoxes have previously received little critical evaluation. This article investigates these paradoxes through in depth interviews with twenty-two business managers in Chinese-Western intercultural relationships. Three specific dilemmas relating to the fundamental Chinese cultural principle of guanxi are revealed. These dilemmas are: dilemmas between strong personal ties (guanxi) and weak personal ties, dilemmas between previous understandings and new learning of guanxi ties, and conflicting obligations between inner and outer circles of guanxi networks. These guanxi dilemmas occur in emerging Chinese-Western intercultural networks, irrespective of the specific cultural variations, contractual constraints, or corporate policies applying. This paper identifies a need for more acute study of guanxi cultural norms and their behavioral consequences in emerging Chinese-Western intercultural relationships, given the rise of China in the global economy.  相似文献   

5.
This study investigates how firms' strategic orientations (i.e., market, technology, and entrepreneurship orientations) influence the formation of two types of managerial networks (top managers' ties with the business community and with government officials), as well as the impact of managerial networking on firm performance. On the basis of a survey of 181 foreign-invested enterprises (FIEs) operating in China, we find that a market orientation fosters both types of network building. Technology-oriented firms are more likely to cultivate managerial ties with top managers at other firms but less likely to establish networks with government officials. In contrast, entrepreneurial firms tend to develop vertical networks with government officials but have no intention to deepen their horizontal networks with other firms. Competitive intensity moderates the relationships between strategic orientations and managerial ties. Finally, managerial networking has a positive impact on FIE performance.  相似文献   

6.

Despite the extensive attention to the role of entrepreneurs’ business or political ties, few studies have distinguished the basis of those social ties. The aim of this study is to explore the different roles of the entrepreneurs’ personalized and formal social ties on the firms’ innovation performance. Based on renqing and formal rules, this study extends the social ties’ typology into four categories, namely, transactional business ties, transactional political ties, guanxi business ties, and guanxi political ties. Using data collected from 209 Chinese firms, we further identify the distinctive contributions of the different ties on the entrepreneurial firm’s innovation performance under different institutional environments and entrepreneurs’ survival pressure. This paper will help researchers and managers better understand the function of social ties in innovation in emerging markets, such as China.

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7.
Managerial ties, the personal networks of senior managers, have been found to be facilitators of firm performance because of their network benefits. However, social network theory suggests that managerial ties only play a “conduit” role by providing possibilities and opportunities to approach external resources. How can firms turn these possibilities and opportunities into internal knowledge assets and further transform them into firm innovation? Extant research constructs a direct mechanism for the managerial ties–firm innovation link. The research reported here, however, provides and investigates an indirect ties‐innovation argument where organizational knowledge creation processes, including knowledge exchange and knowledge combination, are mediators. And managerial ties are examined through two traditional dimensions, business ties and political ties. This study employs empirical data from 270 firms in China and uses structural equation modeling techniques to reveal interesting findings. First, the results support the key argument that the influence of managerial ties on firm innovation is indirect. Second, knowledge exchange and knowledge combination are different constructs and the former positively influences the latter. More interestingly, business ties can exert a significant direct impact on both knowledge exchange and knowledge combination, while political ties can only influence knowledge exchange directly. Although both knowledge exchange and knowledge combination impact product innovation directly, only knowledge combination can directly influence process innovation. These findings indicate that the role of political ties is declining, but business ties still have substantial influence on firm innovation in transitional China. Different processes of organizational knowledge creation, such as knowledge exchange and knowledge combination, make distinct contributions to firm innovation. Product innovation, as opposed to process innovation, is more externally oriented and needs more organizational level knowledge creation activities. This article extends the understanding of the ties–innovation link, organizational knowledge creation theory, and firm innovation in a transitional economy by providing a more complete understanding of how firms can access and internalize external resources and then transform them into product innovation and process innovation.  相似文献   

8.
Network ties play an important role in the outside-in strategy for marketing and competitive advantages. However, prior research adopting the outside-in view has not always been clear on the impact of network ties. We propose a contingency view that the mere presence of network ties is not sufficient for performance improvement; rather, network ties need to be combined with resource endowments of the alters and absorptive capacity of the ego. These three components work together and reinforce each other in inducing desirable outcomes. We further apply this contingency view to the adoption of health information technology (HIT) by US hospitals. The results strongly support the contingency view. Our study helps reconcile the conflicting findings on the impact of network ties and contributes to the literature of outside-in strategy and social network.  相似文献   

9.
This paper aims to deepen the understanding about when and how the mobilization of resources through strong and weak ties in a focal firm’s network can affect new product success. It addresses two significant gaps in the literature. While prior research has advanced the understanding of how factors around tie strength, resource mobilization, and environmental characteristics relate to new product development, it has yet to offer a more holistic understanding of the interconnected structures and the interplay among these factors. Furthermore, limited insights exist about how firms could utilize resource mobilization approaches in different environmental contexts to enhance new product success. Building on resource dependence theory, this paper contributes to prior work by adopting configuration theoretical considerations and performing an empirical investigation to identify necessary and sufficient conditions for new product success. Based on data from a survey of 354 managers from manufacturing and services firms in the United Kingdom, the study conducts a configurational comparative study based on fuzzy‐set Qualitative Comparative Analysis to examine configurations of strong‐tie and weak‐tie resource mobilization approaches within particular environmental contexts for new product success. The findings reveal alternative, equifinal configurations for new product success, and add to the existing body of work by connecting the notions of network ties, resource mobilization, and context dependence, as well as by developing an integrative framework to explain the interplay of remote and proximate conditions for new product success. For management practice, this study offers guidance in describing and diagnosing business contexts that enhance new product success, and in identifying resource mobilization action repertoires to capitalize on these contexts.  相似文献   

10.
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 © 2007 John Wiley & Sons, Ltd.  相似文献   

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