Publication Type
Journal Article
Version
acceptedVersion
Publication Date
2001
Abstract
Development of linkages with the external environment, e.g. interlocks, is a mechanism to access scarce resources. Creating and maintaining these linkages may be an organizational capability that creates a competitive advantage for small and medium-sized enterprises (SMEs). A partial model of networking strategy is proposed, which includes measures of board composition, interlocks, entrepreneurial orientation and environmental hostility. Analysis of 70 community bank Chief Executive Officer (CEO) responses (58% response rate) lends support to the proposition that firms with a networking strategy performed better (higher return on assets (ROA) and higher return on expenditure (ROE)) than those firms that did not actively pursue the development of networks.
Keywords
Network strategy, SMEs boards
Discipline
Business | Entrepreneurial and Small Business Operations | Strategic Management Policy
Research Areas
Strategy and Organisation
Publication
Entrepreneurship and Regional Development
Volume
13
Issue
3
First Page
269
Last Page
285
ISSN
0898-5626
Identifier
10.1080/08985620110058115
Publisher
Taylor and Francis
Citation
GEORGE, Gerard; WOOD, D. Robley; and KHAN, Raihan.
Networking Strategy of Boards: Correlates, Performance Effects, and Implications for Small and Medium-sized Enterprises. (2001). Entrepreneurship and Regional Development. 13, (3), 269-285.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/4637
Copyright Owner and License
Authors
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Additional URL
https://doi.org/10.1080/08985620110058115
Included in
Entrepreneurial and Small Business Operations Commons, Strategic Management Policy Commons