Organizational embeddedness and its effect on performance: an exploratory analysis for Malaysian business managers
In advancing the Malaysian industrial and business cause Malaysian business managers may have to reflect properly on the ‘myth of downsizing’ in inter-organization context. Firms’ network structural positions exert different effects upon the firms’ level of relational capital outcomes in an upstre...
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| Format: | Article |
| Language: | English |
| Published: |
School of Social, Development and Environmental Studies, Faculty of Social Sciences and Humanities, Universiti Kebangsaan Malaysia
2016
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| Online Access: | http://journalarticle.ukm.my/9826/ http://journalarticle.ukm.my/9826/1/19x.geografia-si-feb16-lokhman-edam_%281%29.pdf |
| _version_ | 1848812197636997120 |
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| author | Lokhman Hakim Osman, |
| author_facet | Lokhman Hakim Osman, |
| author_sort | Lokhman Hakim Osman, |
| building | UKM Institutional Repository |
| collection | Online Access |
| description | In advancing the Malaysian industrial and business cause Malaysian business managers may have to reflect properly
on the ‘myth of downsizing’ in inter-organization context. Firms’ network structural positions exert different effects
upon the firms’ level of relational capital outcomes in an upstream supply network. Previous researches had largely
focused on the context of decentralized network structure. However, the supply network is a centralized network
because of the existence of the focal firm the existence of which may influence the impact of relational capital
outcomes. Hence, the objective of this study was to determine the type of network structural positions required to
obtain reasonable relational capital outcome in upstream supply network through an exploratory analysis of a small
material-intensive maritime industry. The study found that network structural positions, i.e. degree centrality, did
contribute to firms’ level of relational capital trust. In conclusion, firms embedded in upstream supply network
benefit differently in terms of relational capital through different degrees of embeddedness. Firms’ resources should
be re-aligned to match the benefits of different network structural positions. |
| first_indexed | 2025-11-14T23:58:28Z |
| format | Article |
| id | oai:generic.eprints.org:9826 |
| institution | Universiti Kebangasaan Malaysia |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T23:58:28Z |
| publishDate | 2016 |
| publisher | School of Social, Development and Environmental Studies, Faculty of Social Sciences and Humanities, Universiti Kebangsaan Malaysia |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | oai:generic.eprints.org:98262016-12-14T06:50:57Z http://journalarticle.ukm.my/9826/ Organizational embeddedness and its effect on performance: an exploratory analysis for Malaysian business managers Lokhman Hakim Osman, In advancing the Malaysian industrial and business cause Malaysian business managers may have to reflect properly on the ‘myth of downsizing’ in inter-organization context. Firms’ network structural positions exert different effects upon the firms’ level of relational capital outcomes in an upstream supply network. Previous researches had largely focused on the context of decentralized network structure. However, the supply network is a centralized network because of the existence of the focal firm the existence of which may influence the impact of relational capital outcomes. Hence, the objective of this study was to determine the type of network structural positions required to obtain reasonable relational capital outcome in upstream supply network through an exploratory analysis of a small material-intensive maritime industry. The study found that network structural positions, i.e. degree centrality, did contribute to firms’ level of relational capital trust. In conclusion, firms embedded in upstream supply network benefit differently in terms of relational capital through different degrees of embeddedness. Firms’ resources should be re-aligned to match the benefits of different network structural positions. School of Social, Development and Environmental Studies, Faculty of Social Sciences and Humanities, Universiti Kebangsaan Malaysia 2016-02 Article PeerReviewed application/pdf en http://journalarticle.ukm.my/9826/1/19x.geografia-si-feb16-lokhman-edam_%281%29.pdf Lokhman Hakim Osman, (2016) Organizational embeddedness and its effect on performance: an exploratory analysis for Malaysian business managers. Geografia : Malaysian Journal of Society and Space, 12 (2). pp. 212-222. ISSN 2180-2491 http://www.ukm.my/geografia/v2/index.php?cont=a&item=2&thn=2016&vol=12&issue=2&ver=loc |
| spellingShingle | Lokhman Hakim Osman, Organizational embeddedness and its effect on performance: an exploratory analysis for Malaysian business managers |
| title | Organizational embeddedness and its effect on performance: an
exploratory analysis for Malaysian business managers |
| title_full | Organizational embeddedness and its effect on performance: an
exploratory analysis for Malaysian business managers |
| title_fullStr | Organizational embeddedness and its effect on performance: an
exploratory analysis for Malaysian business managers |
| title_full_unstemmed | Organizational embeddedness and its effect on performance: an
exploratory analysis for Malaysian business managers |
| title_short | Organizational embeddedness and its effect on performance: an
exploratory analysis for Malaysian business managers |
| title_sort | organizational embeddedness and its effect on performance: an
exploratory analysis for malaysian business managers |
| url | http://journalarticle.ukm.my/9826/ http://journalarticle.ukm.my/9826/ http://journalarticle.ukm.my/9826/1/19x.geografia-si-feb16-lokhman-edam_%281%29.pdf |