A longitudinal analysis of the moderated effects of networking relationships on organizational performance in a sub-Saharan African economy
研究了加纳106家组织的数据，发现与同行、政府官员和社区领袖的社交网络能提升绩效，但效果取决于组织和环境特征。
The conventional wisdom from studies in both advanced Western economies and emerging economies indicate that managerial networking relationships matter. This article examines the circumstances under which managerial networking relationships matter by focusing on how the effect of managerial networking relationships on organizational performance is contingent upon certain organizational and environmental characteristics.The development and utilization of managerial networking relationships with external entities is broadened to include those with top managers of other firms, political leaders, government bureaucratic officials, and community leaders. Using data from 106 organizations in Ghana over two time periods, the findings show that only managerial social networking relationships with top managers of other firms, government bureaucratic officials, and community leaders enhance organizational performance. Moreover, the effect of networking relationships on performance is contingent on organizational as well as environmental characteristics. The findings of the moderating analyses clearly indicate that firms in Ghana should not establish networking relationships with external entities without considering the characteristics of their organizations and the environment.