How do interorganizational and interpersonal networks affect a firm's strategic adaptive capability in a transition economy?
Research output: Journal Publications and Reviews (RGC: 21, 22, 62) › 21_Publication in refereed journal › peer-review
Author(s)
Detail(s)
| Original language | English |
|---|---|
| Pages (from-to) | 1087-1095 |
| Journal / Publication | Journal of Business Research |
| Volume | 62 |
| Issue number | 11 |
| Online published | 26 Oct 2008 |
| Publication status | Published - Nov 2009 |
| Externally published | Yes |
Link(s)
Abstract
This paper examines the effects of a firm's interorganizational network characteristics and a CEO's interpersonal network ties on a firm's strategic adaptive capability in a transition economy. Using a unique survey dataset of 250 Chinese firms, the paper focuses on the compositional diversity of a firm's interorganizational network and the structural holes in a CEO's interpersonal network. The results show that an interorganizational network that is diverse in composition and an interpersonal network that is rich in structural holes have significantly positive effects on a firm's strategic adaptive capability in China's transition economy. However, a negative interaction effect occurs between interorganizational network diversity and interpersonal network structural holes. The results suggest that managers simultaneously consider both the individual and joint effects of interorganizational and interpersonal network characteristics when developing firm strategies.
Research Area(s)
- Alliance, Network diversity, Strategic adaptive capability, Structural hole, Transition economy
Citation Format(s)
How do interorganizational and interpersonal networks affect a firm's strategic adaptive capability in a transition economy? / Ma, Xufei; Yao, Xiaotao; Xi, Youmin.
In: Journal of Business Research, Vol. 62, No. 11, 11.2009, p. 1087-1095.Research output: Journal Publications and Reviews (RGC: 21, 22, 62) › 21_Publication in refereed journal › peer-review
