Organization Management Journal
Article Title
Abstract
This paper focuses on how managerial networking relationships developed with external entities affect organizational performance using survey data from organizations in Ghana. Networking relationships with external entities are established so as to obtain resources, valuable information, and to acquire and exploit knowledge, in order to overcome the high level of uncertainty in the business environment. The findings provide strong support that managerial networking relationships developed with top managers of other firms, government bureaucratic officials, community leaders, and leaders of employee unions and representatives enhance organizational performance. However, managerial networking relationships developed with politicians at different levels of government are either not related to performance or impede performance. Empirically, the findings confirm that managerial networking relationships may have beneficial as well as detrimental effects on organizations.
Recommended Citation
Acquaah, Moses
(2006)
"The Impact of Managerial Networking Relationships on
Organizational Performance in SubSaharan Africa:
Evidence from Ghana,"
Organization Management Journal: Vol. 3:
Iss.
2, Article 5.
Available at:
https://scholarship.shu.edu/omj/vol3/iss2/5