Networking strategy of boards: implications for small and medium-sized enterprises

By Gerard George, D. Robley Wood, Raihan Khan. 2001

221 citations recorded by the source corpus.

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.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0e514faa61edc129b9188958522f40da66febb3c

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In Accounting

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Entrepreneurial orientation and innovation in family SMEs: Unveiling the (actual) impact of the Board of Directors (2018, background): “, 2001) and networking (George et al., 2001), through the human and social capital that board directors bring with them (Boivie et al.”
The role of entrepreneurial orientation in service firms: empirical evidence from Austria (2013, background): “Remarkable is the large relative presence of studies on healthcare providers (Bhuian, Menguc, & Bell, 2005; Monsen, 2005; Monsen & Boss, 2009; Stetz et al., 2000) and financial services (George et al., 2001; Jennings & Lumpkin, 1989; Richard, Barnett, Dwyer, & Chadwick, 2004).”
The significance of sustained entrepreneurial orientation on performance of firms – A longitudinal analysis (2007, background): “Creating and maintaining these linkages may be an organizational capability that creates competitive advantages for SMEs (George et al. 2001).”
Linking Entrepreneurial Orientation to Firm Performance: The Role of Differentiation Strategy and Innovation Performance☆ (2015, unknown): “Brand positioning, innovation in marketing techniques, control of distribution channels, advertising campaigns, technological developments, high quality, improving brand image and company reputation are signs of differentiation strategy (Dess and Davis, 1984; Fitzsimmons and Fitzsimmons, 2004).”