Samuel Adomako

Dr. Samuel Adomako

School of Management, University of Bradford, Bradford BD7 1DP, UK

Research Focus & Metrics

Academic Career Length

13Years (2014-Present)

(Calculated once Scilit publication data is synced: current year − year of first publication + 1)

Representative Publications

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18 February 2019 in Business Strategy and the Environment
Verified
Journal Article
Closed access
PDF file
ADAlbert Danso
Albert Danso
SASamuel Adomako
Samuel Adomako
JAJoseph Amankwah-Amoah
Joseph Amankwah-Amoah
SOSamuel Owusu‐Agyei
Samuel Owusu‐Agyei
RKRenata Konadu
Renata Konadu

1 October 2020 in Journal of Business Research
Verified
Journal Article
Closed access
ADAlbert Danso
Albert Danso
SASamuel Adomako
Samuel Adomako
TLTheophilus Lartey
Theophilus Lartey
JAJoseph Amankwah-Amoah
Joseph Amankwah-Amoah
DODiana Owusu-Yirenkyi
Diana Owusu-Yirenkyi

19 October 2015 in Venture Capital
Verified
Journal Article
Closed access
SASamuel Adomako
Samuel Adomako
ADAlbert Danso
Albert Danso
JDJohn Ofori Damoah
John Ofori Damoah
The literature on access to finance has confirmed a positive relationship between access to finance and firm growth. Yet the boundary conditions for such linkage are less examined in the context of developing economies. This study draws on resource-based view to introduce financial literacy as a moderator of the relationship between access to finance and firm growth. This theoretically derived research model is empirically tested using survey data from 201 small and medium-sized enterprises in Ghana. Our empirical findings suggest that financial literacy positively enhances the access to finance-firm growth relationship.

11 July 2018 in Business Strategy and the Environment
Verified
Journal Article
Closed access
PDF file
JAJoseph Amankwah-Amoah
Joseph Amankwah-Amoah
ADAlbert Danso
Albert Danso
SASamuel Adomako
Samuel Adomako

1 April 2019 in Business Strategy and the Environment
Verified
Journal Article
Closed access
PDF file
SASamuel Adomako
Samuel Adomako
JAJoseph Amankwah-Amoah
Joseph Amankwah-Amoah
ADAlbert Danso
Albert Danso
RKRenata Konadu
Renata Konadu
SOSamuel Owusu‐Agyei
Samuel Owusu‐Agyei

10 January 2018 in International Small Business Journal: Researching Entrepreneurship
Verified
Journal Article
Closed access
SASamuel Adomako
Samuel Adomako
ADAlbert Danso
Albert Danso
NBNathaniel Boso
Nathaniel Boso
BNBedman Narteh
Bedman Narteh
An ability to act upon an entrepreneurial opportunity is a major driver of new venture success. However, scholarly knowledge is limited on how and when entrepreneur alertness to entrepreneurial opportunities drives new venture success. This article addresses this gap arguing that variations in new venture performance are a function of levels of entrepreneurial alertness and networking capabilities. Using primary data gathered from 203 new ventures operating in a sub-Saharan African economy, Ghana, we find that increases in the levels of entrepreneurial alertness are related to increases in new venture performance. Additionally, we find that, under conditions of increased use of social and business networking capabilities, the potency of entrepreneurial alertness as a driver of new venture success is amplified. Theoretical, managerial and policy implications of these findings are discussed.