Managerial political ties and firm performance during institutional transitions: An analysis of mediating mechanisms

被引：141

作者：

Guo, Hai ^{[1
]}

Xu, Erming ^{[1
]}

Jacobs, Mark ^{[1
]}

机构：

[1] Renmin Univ China, Beijing 100872, Peoples R China

来源：

JOURNAL OF BUSINESS RESEARCH | 2014年 / 67卷 / 02期

基金：

中国国家自然科学基金;

关键词：

Political ties; Institutional support; Regulatory legitimacy; Opportunity recognition; Performance; ORGANIZATIONAL LEGITIMACY; OPPORTUNITY RECOGNITION; PRODUCT INNOVATION; STRATEGIC CHOICE; PRIVATE FIRMS; CHINA; ENTREPRENEURSHIP; GOVERNMENT; MANAGEMENT; NETWORKING;

D O I：

10.1016/j.jbusres.2012.11.009

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

This study examines the role of mediating mechanisms impacting the relationship between managers' political ties and firm performance, with a focus on institutional transitions in China. Relying on both resource dependence and institutional theories, the analysis posits that three factors: organizational regulatory legitimacy building, institutional support, and institutional entrepreneurial opportunity recognition, mediate the relationship between managerial political ties and firm performance. Using survey data collected from 195 Chinese firms, the study concludes that institutional support and institutional entrepreneurial opportunity recognition represent two significant mediating mechanisms by which managerial political ties can result in improved firm performance. But, though a reliance on political utilization enhances organizational regulatory legitimacy, the results show that regulatory legitimacy does not directly contribute to firm performance. This study also discusses theoretical contributions, implications for managers, study limitations, and suggestions for future research. (C) 2012 Elsevier Inc. All rights reserved.

引用

页码：116 / 127

页数：12

共 99 条

[1] Managerial social capital, strategic orientation, and organizational performance in an emerging economy [J].