Conceptualizing and validating organizational networking as a second-order formative construct

Thornton, Sabrina C.; Henneberg, Stephan C.; Naudé, Peter

doi:10.1016/j.indmarman.2014.05.001

Cited by 56 publications

(50 citation statements)

References 62 publications

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“…Moreover, the unit of analysis considered the firm level and targeted the company export manager as survey respondent (Calantone et al, 2004). The study scale adapted from past studies such as total quality management (Shafiq et al, 2017); entrepreneurial orientation (Boso et al, 2012); export market orientation (Cadogan et al, 2001) and business network (Thornton et al, 2014). Furthermore, the content and face validity was conducted to remove and fix any doubts regarding questionnaire/scale reliability and validity that make sure the scale is easy to read and relevant to industry characteristics.…”

Section: Methodsmentioning

confidence: 99%

“…"If SMEs are to survive increasing global competition, they must rely on the benefits of scale and scope economies, only possible through cooperative organizations, such as bonds and networks" (Dana et al, 1999). Nevertheless, business network operationalization as in four dimensions which are information acquisition, opportunity enabling, strong tie relationship resources mobilization and weak tie relationship resources mobilization (Thornton et al, 2013(Thornton et al, , 2014(Thornton et al, , 2015. In conditions, the business network contribution in SME export performance investigated some of the researcher and they initiate that business networks highly beneficial for SME export performance (Ajayi, 2016;Ginting, 2015;Jin & Jung, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

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Determinants of SME export performance

Imran¹,

Aziz²,

Hamid³

2017

10.5267/j.ijdns

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The purpose of the current study was to investigate the determinants of small and medium manufacturing enterprises' export performance empirically in the context of Pakistan. The study adopted survey method to collect forty-five (45) responses from small and medium manufacturing firms through E-mail survey. The study produced four determinants of SME export performance, such as entrepreneurial orientation (EO), total quality management (TQM), business network (BN) and export market orientation (EMO). Thus, internal consistency reliability and discriminant validity were examined of the study instruments through panel expert's opinion and the small sample size was investigated using statistical software SPSS-21 and smartPLS-3. The results of the study confirmed that scale reliability and validity and moreover, current study found a positive relationship between TQM and SME export performance. On the other hand, the study also found insignificant relationship between EO, BN, EMO and SME export performance. Furthermore, the study recommended future study should validate the current study research framework on large sample size.

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Section: Methodsmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Determinants of SME export performance

Imran¹,

Aziz²,

Hamid³

2017

10.5267/j.ijdns

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“…Network-oriented behaviors is a second-order formative construct, measured by four reflective first-order constructs based on the empirical study of Thornton, Henneberg, and Naudé (2014). The four key components are information acquisition, opportunity enabling, strong-tie resource mobilization and weak-tie resource mobilization, which are measured by four reflective indicators respectively.…”

Section: Construct Measurementsmentioning

confidence: 99%

An empirical investigation of network-oriented behaviors in business-to-business markets

Thornton

Henneberg

Naudé

2015

Industrial Marketing Management

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This study is concerned with the extent to which network-oriented behaviors directly and/or indirectly affect firm performance. It argues that a firm's interaction behaviors in relation to an embedded network structure are key mechanisms that facilitate the development of important organizational capabilities in dealing with business partners. Such network-oriented behaviors, which are aimed at affecting the position of a company in the network, are consequently important drivers of firm performance, rather than the network structure alone. We develop a conceptual model that captures network-oriented behaviors as a driving force of firm performance in relation to three other key organizational behaviors, i.e., customer-oriented, competitor-oriented and relationship-oriented behaviors. We test the hypothesized model using a dataset of 354 responses collected via an on-line questionnaire from UK managers, whose organizations operate in business-to-business markets in either the manufacturing or services sectors. This study provides four key findings. First, a firm's networkoriented behaviors positively affect the development of customer-oriented and competitor-oriented behaviors. Secondly, they also foster relationship coordination with its important business partners within the network. Thirdly, the effective management of the firm's portfolio of relationships is found to mediate the positive impact of network-oriented behaviors on firm profitability. Lastly, closeness to end-users amplifies the positive effect of network-oriented behaviors on relationship portfolio effectiveness.

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“…The construct validity that has been tested with the respective loadings or the factor loadings are presented in the table 9 after running the SmartPLS. Thornton et al [23]. suggested that convergent validity is acceptable if factor loadings were above 0.5.…”

Section: Results and Findingsmentioning

confidence: 99%

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2017

PMSE

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Conceptualizing and validating organizational networking as a second-order formative construct

Cited by 56 publications

References 62 publications

Determinants of SME export performance

Determinants of SME export performance

An empirical investigation of network-oriented behaviors in business-to-business markets

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