The Effect of Top Management Team Social Capital on Bank Performance in Ghana: The Mediating Role of Liquidity and the Moderating Role of Management Commitment

Frank Boateng; Stephen Senyo Sapati

doi:10.63029/vge79r16

Authors

Frank Boateng University of Mines and Technology Author
Stephen Senyo Sapati NiBS University Author

DOI:

https://doi.org/10.63029/vge79r16

Keywords:

social capital, network intensity, trust, collaboration, liquidity, bank performance, top management team, Ghana

Abstract

The banking crisis in Ghana generated debate about liquidity management and competence of bank management teams. This study evaluated effect of top management teams' social capital on bank performance, examining mediating role of liquidity and moderating role of management commitments. Using mixed methods sequential explanatory design, data were collected from 430 respondents, comprising top management from commercial banks in Ghana. Findings showed network intensity, trust and liquidity positively influence bank performance. However, liquidity did not mediate the relationship between social capital and bank performance. Management commitment was found to moderate the relationship between network intensity, trust and liquidity. The findings have implications for the banking sector and policymakers, emphasising relevance of social relationships, trust, and liquidity management for bank performance.

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