Social capital and performance of SMEs: The role of entrepreneurial orientation and managerial capability

Aidoo, Suzzie Owiredua; Agyapong, Ahmed; Mensah, Henry Kofi

doi:10.1080/23322373.2020.1830698

Cited by 24 publications

(27 citation statements)

References 103 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…These include those human, social and cognitive abilities used in deploying, creating and integrating firm resources to areas with higher productivity to create superior performance. Several studies have found that managerial capability forms the basis for competitive advantage and positively affects performance (Acquaah and Agyapong, 2015; Aidoo et al , 2020; Carmeli and Tishler, 2004). The assertion of Penrose (1959) emphasizes directing a firm's managerial capabilities towards the management and creation of important resources provide the uniqueness of firms and encourages enhanced performance.…”

Section: Literature Reviewmentioning

confidence: 99%

“…The seminal work of Edith Penrose (1959), which Barney (1991) popularized, guides scholarship in realizing the critical importance of managerial capability as the most important resource that bundles, integrates and configures other firm resources in implementing strategic performance-enhancing actions. Managerial capabilities have been found to possess performance and growth-enhancing abilities (Aidoo et al , 2020; Adner and Helfat, 2003; Carmeli and Tishler, 2004; Slater, 1980) which leverage those existent and critical resources.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Does managerial capability always drive performance? Empirical examinations of small and medium firms (SMEs) in a developing economy

Agyapong

Aidoo

Akomea

2021

IJPPM

Self Cite

View full text Add to dashboard Cite

PurposeThe paper sought to uncover the conditions under which managerial capability enhances performance while considering the role of social capital within the unique boundary conditions created by competitive intensity.Design/methodology/approachThe authors use multi-source data from 206 managers and owners of SMEs from a Sub-Saharan African nation – Ghana.FindingsUsing structural equation modeling (SEM) to analysis the data, the findings revealed that social capital serves as a mechanism through which managerial capability influences performance. Furthermore, the results indicate that competitive intensity does not significantly moderate this important indirect relationship. Implications: This study provides relevant knowledge for scholars, practitioners and policymakers on the role of managerial capability and how it may be harnessed in enhancing performance.Originality/valueThis paper provides a holistic understanding of the capability performance relationship in attempts at extending the literature by examining social capital as a mediator and competitive intensity as a contingent factor of this important relationship in a conditional indirect model.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Does managerial capability always drive performance? Empirical examinations of small and medium firms (SMEs) in a developing economy

Agyapong

Aidoo

Akomea

2021

IJPPM

Self Cite

View full text Add to dashboard Cite

show abstract

“…By increasing their productivity and range of their products, innovative firms can generate more revenues, thus, their performance increases. Many researchers also declare the positive relationship between innovativeness and performance of SMEs (Aidoo, Agyapong, & Mensah, 2020;Belás & Sopková, 2016;Dadzie et al, 2021;Rauch et al, 2009).…”

Section: Literature Review Eo and Firm Performancementioning

confidence: 99%

The Mediating Role of SMEs’ Performance in the Relationship between Entrepreneurial Orientation and Access to Finance

Civelek

2021

BAR, Braz. Adm. Rev.

View full text Add to dashboard Cite

Access to bank credit is one of the major concerns of SMEs in their survival. To reduce their concerns, SMEs' entrepreneurial attitudes that are the dimensions of entrepreneurial orientation (EO) might provide them some opportunities. This is because EO increases financial performance of SMEs, which is positively perceived by banks when making credit decision. In this regard, this paper aims to examine the mediating role of the performance of SMEs in the relationship between EO and access to bank finance. In parallel with this purpose, the paper analyzes 479 SMEs that operate in Turkey. To measure the mediating role of firm performance, Andrew Hayes' process macro for binary dependent variable was employed by the researcher. According to the results, while performance mediates the relationship between innovativenessaccess to finance and risk-taking access to bank finance, it does not mediate the relationships between proactiveness, competitive aggressiveness, autonomy, and access to finance.

show abstract

“…The next is social capital, which is the ability of SMEs to build good relationships vertically (suppliers, investors) and horizontally (competitors, associations) to encourage optimal business performance (Jirawuttinunt & Wongsahai, 2021). It is also the ability to access and mobilize resources through social relationships (Aidoo et al, 2020). Furthermore, social capital is not one common entity but distinct with two common characteristics (Easmon et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Existence of SMEs Business Performance During the Covid-19 Pandemic: Analyzing the Contribution of Intellectual Capital and Technological Innovation

Augustinah

Chandra

Julyanthry

et al. 2022

j. Organisasi dan manaj.

View full text Add to dashboard Cite

Purpose – The rapid and massive development of technology, information, and the internet in various business sectors, including SMEs, has created new changes. This situation provides opportunities and challenges for every business actors. Therefore, this study aims to analyze the effect of human, social, and customer capital, as well as technological innovation, on business performance. Methodology – The library and field design method were adopted with a quantitative approach, involving 180 samples of small and medium business actors. Furthermore, the Partial Least Square (PLS) was used to analyze the data. Findings – The result showed that human, social, and customer capital positively and significantly affected business performance. Similarly, technological innovation has a positive and significant impact on business performance. Originality – Employees who work in the small business sector will be relied upon in the future as agents of change. Many practitioners have expressed this in the field of human capital, which assumes greater responsibility for small company players in terms of the style of consultation.

show abstract

Social capital and performance of SMEs: The role of entrepreneurial orientation and managerial capability

Cited by 24 publications

References 103 publications

Does managerial capability always drive performance? Empirical examinations of small and medium firms (SMEs) in a developing economy

Does managerial capability always drive performance? Empirical examinations of small and medium firms (SMEs) in a developing economy

The Mediating Role of SMEs’ Performance in the Relationship between Entrepreneurial Orientation and Access to Finance

Existence of SMEs Business Performance During the Covid-19 Pandemic: Analyzing the Contribution of Intellectual Capital and Technological Innovation

Contact Info

Product

Resources

About