Abstract
This study employs social capital theory to examine how a retail buyer's network of industry peers influences retail performance. We propose that performance is enhanced by three network resources - access, referral, and influence - that result from two structural facets of a retail buyer's network: contact diversity and contact position. We test the model by collecting sociometric data that measures interpersonal ties among 84 retail buyers operating in the same geographic territory in the U.S. golf industry. The results offer evidence that network resources lead to higher levels of performance, even when accounting for differences in human capital and organizational resources. The paper concludes with a discussion of managerial and theoretical implications.
| Original language | English |
|---|---|
| Pages (from-to) | 356-367 |
| Number of pages | 12 |
| Journal | Journal of Retailing |
| Volume | 86 |
| Issue number | 4 |
| DOIs | |
| State | Published - Dec 2010 |
Fingerprint
All Science Journal Classification (ASJC) codes
- Marketing
Cite this
Performance implications of a retail purchasing network : The role of social capital. / Seevers, Matthew T.; Skinner, Steven J.; Dahlstrom, Robert.
In: Journal of Retailing, Vol. 86, No. 4, 12.2010, p. 356-367.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Performance implications of a retail purchasing network
T2 - The role of social capital
AU - Seevers, Matthew T.
AU - Skinner, Steven J.
AU - Dahlstrom, Robert
PY - 2010/12
Y1 - 2010/12
N2 - This study employs social capital theory to examine how a retail buyer's network of industry peers influences retail performance. We propose that performance is enhanced by three network resources - access, referral, and influence - that result from two structural facets of a retail buyer's network: contact diversity and contact position. We test the model by collecting sociometric data that measures interpersonal ties among 84 retail buyers operating in the same geographic territory in the U.S. golf industry. The results offer evidence that network resources lead to higher levels of performance, even when accounting for differences in human capital and organizational resources. The paper concludes with a discussion of managerial and theoretical implications.
AB - This study employs social capital theory to examine how a retail buyer's network of industry peers influences retail performance. We propose that performance is enhanced by three network resources - access, referral, and influence - that result from two structural facets of a retail buyer's network: contact diversity and contact position. We test the model by collecting sociometric data that measures interpersonal ties among 84 retail buyers operating in the same geographic territory in the U.S. golf industry. The results offer evidence that network resources lead to higher levels of performance, even when accounting for differences in human capital and organizational resources. The paper concludes with a discussion of managerial and theoretical implications.
UR - http://www.scopus.com/inward/record.url?scp=78649437103&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=78649437103&partnerID=8YFLogxK
U2 - 10.1016/j.jretai.2010.07.002
DO - 10.1016/j.jretai.2010.07.002
M3 - Article
AN - SCOPUS:78649437103
VL - 86
SP - 356
EP - 367
JO - Journal of Retailing
JF - Journal of Retailing
SN - 0022-4359
IS - 4
ER -