ABSTRACT

Purpose: Building on the dynamic capabilities view and the configuration of network ties, this study investigates how dynamic capabilities moderate the relationships between bonding and bridging ties and firm performance, thus an area with potential to explain the divergent empirical results contained in the existing literature on the relationship between intra/extraorganizational ties and performance.

Methodology: This study employed a mail survey to senior executives. A total of 169 firms operating in an industrial district were collected. Regression analysis was employed to test the proposed model.

Findings: This study found that the combination of dynamic capabilities and bonding/bridging ties helps improve firm performance. Furthermore, this study found a positive relationship between bonding ties and firm performance, but no equivalent relationship for bridging ties.

Research Implications: Research results indicate that firm performance is significantly enhanced by bonding ties, which provide opportunities for sharing information and exchanging resources. Moreover, the empirical results reaffirm the proposition that dynamic capabilities are important transformational mechanisms for managing resources.

Practical Implications: The findings reveal that managers can improve firm performance by simultaneously building social ties and developing and implementing dynamic capabilities.

Originality/Value: This study demonstrates that the components of dynamic capabilities (i.e., sensemaking and reconfiguration) are transformational mechanisms and can moderate the positive relationship between bonding and bridging ties and firm performance, empirically supporting recent perspectives from the literature on dynamic capabilities and social networks.

摘要

目的：基于动态能力视图和网络联系的配置，本研究调查动态能力如何缓和结合和桥接联系与公司绩效之间的关系，从而有可能解释现有文献中包含的不同经验结果。内部/外部组织关系与绩效之间的关系。

方法：本研究采用了对高级管理人员的邮件调查。总共收集了在一个工业区运营的169家公司。回归分析被用来测试所提出的模型。

调查结果：这项研究发现，动态能力和结合/桥接纽带的结合有助于提高公司绩效。此外，这项研究发现，纽带关系与公司绩效之间存在正相关关系，而桥接关系则没有同等关系。

研究意义：研究结果表明，通过联系纽带可以大大提高公司的绩效，这种联系纽带提供了共享信息和交换资源的机会。而且，实证结果再次证明了动态能力是管理资源的重要转换机制的主张。

实际含义：研究结果表明，管理人员可以通过建立社会联系并开发和实施动态能力来提高公司绩效。

独创性/价值：这项研究表明动态能力的组成部分（即，感官和重新配置）是一种转化机制，可以缓和纽带，桥梁和公司绩效之间的正向关系，从经验上支持动态能力和社会性文献的最新观点。网络。