Social networking relationships, firm‐specific managerial experience and firm performance in a transition economy: A comparative analysis of family owned and nonfamily firms
研究了加纳106家企业的数据，发现家族企业从与官僚的社交关系中获益更多，而非家族企业从与社区领袖的关系和企业特定管理经验中获益更多；与政治家的关系会损害非家族企业绩效。
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. Copyright © 2012 John Wiley & Sons, Ltd.