Abstract
Using survey data from China, we demonstrate that managers' micro interpersonal ties with top executives at other firms and with government officials help improve macro organizational performance. This micro-macro link differs among firms with different (1) ownership types, (2) business sectors, (3) sizes, and (4) industry growth rates. In addition, managerial ties were found to be necessary but insufficient for good performance; a number of traditional strategy variables also drive performance. Theoretically, the findings point to the importance of the social context in which managerial ties are embedded. Empirically, this study provides the first set of quantitative data demonstrating both the extent and limits to which managerial ties are beneficial in a transition economy.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 486-501 |
| Number of pages | 16 |
| Journal | Academy of Management Journal |
| Volume | 43 |
| Issue number | 3 |
| State | Published - Jun 2000 |
| Externally published | Yes |
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ASJC Scopus subject areas
- Business, Management and Accounting(all)
- Business and International Management
- Management of Technology and Innovation
- Strategy and Management
Cite this
Managerial ties and firm performance in a transition economy : The nature of a micro-macro link. / Peng, Mike W.; Luo, Yadong.
In: Academy of Management Journal, Vol. 43, No. 3, 06.2000, p. 486-501.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Managerial ties and firm performance in a transition economy
T2 - The nature of a micro-macro link
AU - Peng, Mike W.
AU - Luo, Yadong
PY - 2000/6
Y1 - 2000/6
N2 - Using survey data from China, we demonstrate that managers' micro interpersonal ties with top executives at other firms and with government officials help improve macro organizational performance. This micro-macro link differs among firms with different (1) ownership types, (2) business sectors, (3) sizes, and (4) industry growth rates. In addition, managerial ties were found to be necessary but insufficient for good performance; a number of traditional strategy variables also drive performance. Theoretically, the findings point to the importance of the social context in which managerial ties are embedded. Empirically, this study provides the first set of quantitative data demonstrating both the extent and limits to which managerial ties are beneficial in a transition economy.
AB - Using survey data from China, we demonstrate that managers' micro interpersonal ties with top executives at other firms and with government officials help improve macro organizational performance. This micro-macro link differs among firms with different (1) ownership types, (2) business sectors, (3) sizes, and (4) industry growth rates. In addition, managerial ties were found to be necessary but insufficient for good performance; a number of traditional strategy variables also drive performance. Theoretically, the findings point to the importance of the social context in which managerial ties are embedded. Empirically, this study provides the first set of quantitative data demonstrating both the extent and limits to which managerial ties are beneficial in a transition economy.
UR - http://www.scopus.com/inward/record.url?scp=0034339578&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=0034339578&partnerID=8YFLogxK
M3 - Article
AN - SCOPUS:0034339578
VL - 43
SP - 486
EP - 501
JO - Academy of Management Journal
JF - Academy of Management Journal
SN - 0001-4273
IS - 3
ER -