Development of linkages with the external environment, e.g. interlocks, is
a mechanism to access scarce resources. Creating and maintaining these link
ages may be an organizational capability that creates a competitive advanta
ge for small and medium-sized enterprises (SMEs). A partial model of networ
king strategy is proposed, which includes measures of board composition, in
terlocks, entrepreneurial orientation and environmental hostility. Analysis
of 70 community bank Chief Executive Officer (CEO) responses (58% response
rate) lends support to the proposition that firms with a networking strate
gy performed better (higher return on assets (ROA) and higher return on exp
enditure (ROE)) than those firms that did not actively pursue the developme
nt of networks.