Fig. 1
Influence of external support on the organisational performance through organisational resilience
Fig. 2
Model for the influence made by external support on the organisational performance through the organisational resilience and the moderating role of corporate reputation
Tab. 1
Research sample characteristic
| Age of the organisation | Manufacturing organisations | Trade organisations | Service organisations | Total |
|---|---|---|---|---|
| less than a year in the market | 16 | 7 | 2 | 25 |
| 1–5 years in the market | 43 | 20 | 14 | 77 |
| 5–20 years in the market | 47 | 25 | 33 | 105 |
| more than 20 years in the market | 22 | 10 | 23 | 55 |
| Total | 128 | 62 | 72 | 262 |
| serving local markets | 67 | 39 | 45 | 151 |
| serving global markets | 55 | 20 | 27 | 102 |
| Total | 122 | 59 | 72 | 253 |
Tab. 2
Defined variables and the results of the reliability analysis of scales
| No. | Variable | No. Of scales | Cronbach's α | Factor analysis (%) | M | SD |
|---|---|---|---|---|---|---|
| 1 | Corporate reputation | 8 | 0.871 | 52.625 | 3.51 | 0.76 |
| 2 | External support | 6 | 0.824 | 53.313 | 3.42 | 0.95 |
| 3 | Organisational resilience | 4 | 0.809 | 63.659 | 3.29 | 0.87 |
| 4 | Organisational performance | 10 | 0.873 | 46.817 | 3.41 | 0.69 |
Tab. 3
Correlation analysis of analysed variables
Tab. 4
Organisational resilience as the mediator of the relationship between external support and organisational performance
| Mediator | Direct effect value | Indirect effect value | Boot LLCI | Boot ULCI | R2 |
|---|---|---|---|---|---|
| Organisational resilience | 0.2012 | 0.1568 | 0.0994 | 0.2217 | 0.3467 |
Tab. 5
Regression model statistics
| Model description | R2 | Delta R2 | Moderator coeff. | Standard error | t STAT | P Value |
|---|---|---|---|---|---|---|
| Separate relationship | ||||||
| External support Moderator dependent v.: org. performance | 0.422 | 0.030 | 0.135 | 0.038 | 3.547 | 0.0005* |
| External support Moderator dependent v.: org. resilience | 0.451 | 0.012 | 0.106 | 0.046 | 2.281 | 0.0234* |
| Organisational resilience Moderator dependent v.: org. performance | 0.456 | 0.049 | 0.179 | 0.039 | 4.609 | 0.0000* |
| Mediation model | ||||||
| External support Corporate reputation Moderator dependent v.: organisational resilience | 0.441 | 0.013 | 0.108 | 0.047 | 2.302 | 0.0222* |
| External support Organisational resilience Corporate reputation | 0.472 | |||||
| Moderator 1 (Ext.Supp x Corp.Rep) | 0.001 | −0.031 | 0.059 | −0.515 | 0.6068 | |
| Moderator 2 (Org.Res x Corp.Rep) dependent v.: Org. performance | 0.023 | 0.196 | 0.062 | 3.180 | 0.0017* | |
Fig. 3
Results of moderating effects in the mediation model