Optimizing resource acquisition through managerial ties for B2B firm performance: a tale of two boundary conditions

Purpose This study aims to examine how the relationship between managerial ties (i.e. business ties, political ties and university/research institution ties) and firm performance is mediated by external resource acquisition, comprising tangible external resource acquisition (TERA) and intangible external resource acquisition (IERA). It further considers the boundary conditions imposed by competitive intensity and resource orchestration capability (ROC). Design/methodology/approach A two-round, time-lagged survey was conducted among 543 middle- and top-level managers from business-to-business (B2B) manufacturing firms in Nigeria and the data were analyzed using partial least squares structural equation modeling. Findings The results reveal that business ties, political ties and university/research institution ties positively enhance firm performance. Furthermore, TERA mediates the effect of the three forms of managerial ties on firm performance. In addition, IERA mediates the effect of business ties and university/research institution ties on firm performance. Competitive intensity moderates the effects of business ties and university/research institution ties on TERA, as well as the effects of political ties and university/research institution ties on IERA. Finally, ROC moderates the effect of IERA on firm performance. Originality/value Although prior studies have considered the role of managerial ties (excluding university/research institution ties) in driving firm performance, the mediating effects of TERA and IERA have been largely overlooked, particularly within the B2B firms operating in resource-constrained contexts. Additionally, the inclusion of competitive intensity and ROC as boundary conditions in the proposed framework represents another novel contribution to knowledge.