Firm-Specific Managerial Experience and the Social Capital–Performance Relationship in a Sub-Saharan African Transition Economy

Acquaah, Moses; Appiah-Nkrumah, Joseph

doi:10.1080/1536710x.2011.555251

Cited by 12 publications

(3 citation statements)

References 47 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Furthermore, logistics regression tests conducted also found a significant statistical relationship between the use of customers and small firm growth in employment. This result is consistent with earlier finding by Acquaah and Appiah-Nkrumah (2011) that the use of specific social capital sources has significant influence on firm performance, thereby contributing to firm’s social capital literature.…”

Section: Discussionsupporting

confidence: 93%

Strategic networking and small firm growth in an emerging economy

Obeng

2019

JSBED

View full text Add to dashboard Cite

Purpose The purpose of this paper is to explore the sources and use of social capital on small firm growth in an emerging economy. The study also examines the relationship between small firms’ human capital, internal resources and strategy on social capital sources used, and their impact on small firms’ growth in employment. Design/methodology/approach The study uses logistics regression and structural equation modelling to analyse data gathered from 441 small firms located in six regions of Ghana where approximately 81 per cent of all businesses are found. Findings Among the 16 sources of social capital examined, customers were found to be the most used source and the only social capital source that showed significant statistical association with firm growth in employment. Also, the study revealed that human capital, firm resources and strategy variables such as educational level of the owner-manager, firm size, location, firm involvement in internalisation and innovation are statistically significant with social capital sources such as accountants, banks, solicitors, business associates and chamber of commerce. Research limitations/implications The findings of the study have implications for policy and practice in situations where government and private sector institutions mandated to support enterprise development appear to be the least social capital sources used by small firms. The findings also provide a better understanding of the use and impact of social capital sources on small firm growth in an emerging economy in Africa. Originality/value This study appears to be the first known research on small firms’ social capital that has examined 16 different social capital sources and shown how human capital, internal resources and firm strategy have influenced the use of social capital sources by small firms in an emerging economy.

show abstract

Section: Discussionsupporting

confidence: 93%

Strategic networking and small firm growth in an emerging economy

Obeng

2019

JSBED

View full text Add to dashboard Cite

show abstract

“…Contrary to conventional wisdom (cf. Nahapiet and Ghoshal ), three of these studies (Acquaah and Appiah‐Nkrumah ; Godesiabois ; Malik ) have observed statistically significant linear negative relationships, while three other studies (Laursen et al . ; Villena et al .…”

Section: Reviewing the Negative Effectsmentioning

confidence: 93%

The Negative Effects of Social Capital in Organizations: A Review and Extension

Pillai

Hodgkinson

Kalyanaram

et al. 2015

Int J Management Reviews

132

100

View full text Add to dashboard Cite

Numerous studies have examined the positive effects of social capital in organizations, whereas the possible negative effects have attracted considerably less scholarly attention. To rectify this imbalance, this paper first undertakes a rigorous review of the published scholarly empirical evidence pertaining to the negative effects of social capital in organizations through a search of Web of Knowledge and Scopus, and then enumerates six potentially negative effects arising from increased levels of social capital. The review focuses on negative effects arising from bonding social capital and those arising from dense networks and closure, advancing new theory to elucidate the generative mechanisms that give rise to the proposed negative effects. Finally, the authors identify potential moderators of the negative effects thus theorized. Using the lens of social identification theory, the authors argue that dysfunctional identification processes restrict the processing of information and stimulate over-commitment to established relationships, diluting in turn the dialectical process, and inhibiting individual learning within organizations, culminating in groupthink, the postponement of structural adjustments, the non-rational escalation of commitment, and the blurring of firms' boundaries. This review thus furthers the agenda of a more balanced inquiry into the effects of social capital in organizations.

show abstract

“…Relationship of Social Capital with Innovation Strategies. Social capital is the basis for the formation of synergy in carrying out organizational tasks that will determine innovation (Huang et al, 2010;Acquaah and Appiah-Nkrumah, 2011;Lightfoot and Gebauer, 2011). The broader the relationship of a person and the wider social networking (social networking) the higher a person's value (Brown, 2010;Ahmad et al, 2011;Cerne et al, 2013).…”

Section: Resultsmentioning

confidence: 99%

Innovation Strategy for Creating Successful Small and Medium Businesses

Sombolayuk¹,

Yusuf²

2019

Proceedings of the 3rd International Conference on Accounting, Management and Economics 2018 (ICAME 2018)

View full text Add to dashboard Cite

This study aimed to explore the innovation strategy and the link between human capital, social capital, and financial capital as a factor that determines the success of small & medium businesses. The approach is through the study of literature. The results show 1) human capital as in the dimensions of education, skills, experience, entrepreneurship determines the success of SMEs, especially in increasing product quantity and quality, sales and market share, capital and profit, customer satisfaction and competitiveness of SMEs. 2) Social Capital as in the dimensions of kinship, association, institutional, and professional networks determine the success of SMEs, especially in increasing product quantity and quality, sales and market share, capital and profit, customer satisfaction and competitiveness of SMEs. 3) Financial capital: as in the dimensions of access to financial institutions, sources of funding, investment and financial management determine innovation strategies such as the dimensions of the discovery and improvement of production methods / technologies, the creation of new products, product development and improvement, new market discoveries and market expansion. 4) Innovation strategies such as the dimensions of the discovery and improvement of production methods & technologies, the creation of new products, product development and improvement, the discovery of new markets and market expansion determine the success of SMEs, especially in increasing product quantity and quality, sales and market share, capital and profit, customers satisfaction and competitiveness of SMEs

show abstract

Firm-Specific Managerial Experience and the Social Capital–Performance Relationship in a Sub-Saharan African Transition Economy

Cited by 12 publications

References 47 publications

Strategic networking and small firm growth in an emerging economy

Strategic networking and small firm growth in an emerging economy

The Negative Effects of Social Capital in Organizations: A Review and Extension

Innovation Strategy for Creating Successful Small and Medium Businesses

Contact Info

Product

Resources

About