1. The Psychology of Chinese Organizational Behaviour

Redding, Sean; Wong, Gilbert Υ. Y.

doi:10.1515/9783110856064.243

Cited by 122 publications

(139 citation statements)

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“…Of the great variety of relationships, the most important ones were known as the Five Cardinal Relationships (wu lun): ruler-subject, father-son, husband-wife, elder brotheryounger brother, and friend-friend. Although the structural make-up and the nature of the relationship may have evolved since the time of Confucius, modern Chinese societies (on the mainland or overseas) remain very much relationship oriented (Redding and Wong, 1986).…”

Section: The Confucian Heritage Of Guanximentioning

confidence: 99%

On the Intricacies of the Chinese Guanxi: A Process Model of Guanxi Development

Chen

2004

Asia Pacific Journal of Management

839

759

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Abstract. Guanxi (personal connection) has been identified as a necessary condition to do business successfully in China. In this paper, we seek a clear conceptual understanding of this prevalent construct and propose a three-stage model of guanxi development so as to stimulate systematic research in this area. Our conceptual and theoretical discussion of guanxi bases, guanxi objectives, and the operating principles at different stages of guanxi development will also help practitioners to use guanxi more effectively. Keywords: Chinese guanxi developmentRecent years have witnessed the familiarity and acceptance by Western management scholars and practitioners of the Chinese term guanxi as it appears frequently in English popular and academic writings without further literal translations. Indeed, while it has long been theorized and studied by scholars of Chinese origin who were dedicated to indigenous Chinese social sciences (see Yang, 2001a and 2001b for a review in Chinese), guanxi has recently gained its status as a legitimate socio-cultural construct in Western mainstream literatures of cultural anthropology, sociology, social psychology, political science, and business and management (Farh et al., 1998;Hwang, 1987;Jacobs, 1982;King, 1991;Nee, 1992;Tsui and Farh, 1997;Tsang, 1998;Xin and Pearce, 1996;Yang, 1994).The concept of guanxi is enormously rich, complex, and dynamic (Yang, 2001a(Yang, , 2001bYang, 1994). In English as well as in Chinese, guanxi conjures up different meanings and images, a brief review of which will appear later. The growing acceptance and popularity of guanxi in the West made it all the more important to understand the construct in its conceptual specificity and entirety. In this paper, we seek a clear conceptual understanding of this prevalent social and cultural phenomenon in China and propose a process model of guanxi initiation, guanxi building and guanxi use so as to stimulate systematic research in this area. In the sections that follow, we will (1) provide an overview of different perspectives on guanxi, (2) propose a process model of guanxi development, and (3) discuss the implications of this model on research and practice. Our conceptual and theoretical discussion of guanxi will also help practitioners to use guanxi more effectively.

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Section: The Confucian Heritage Of Guanximentioning

confidence: 99%

On the Intricacies of the Chinese Guanxi: A Process Model of Guanxi Development

Chen

2004

Asia Pacific Journal of Management

839

759

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“…We argue that it is critical in this context to understand the role of guanxi as it impacts upon women in the labour market (Yueh, 2006) and the nature of gender as a construct and its reality in the society and culture of China (Zheng, 2003). Paralleling the importance of familial collectivism (Chua et al, 2009;Bond and Hwang, 1986;Yang, 1988;Redding and Wong, 1986) in Chinese society, it has been argued that guanxi mirrors this in social and, especially, business relationships: in effect, guanxi is "an extension of family norms to business settings" (Chua et al, 2009, 502). Furthermore, Chen and Chen (2004, p. 308) highlighted a typology (as with social capital -bridging, bonding, etc.…”

Section: The Role Of Guanxi Connections As a Culturally Specific Formmentioning

confidence: 99%

The role ofguanxinetworks in the performance of women-led firms in China

Scott

Harrison

Hussain

et al. 2014

International Journal of Gender and Entrepreneurship

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Purpose – This exploratory study aims to examine how knowledge acquired via guanxi (networks and connections) is enabling women in China to overcome a number of significant barriers and challenges in order to start and grow successful businesses. Design/methodology/approach – The authors undertook two in-depth interviews to qualitatively investigate the use of guanxi as a means of overcoming various barriers faced by Chinese women in establishing and growing their businesses. Findings – The findings suggest that family background (and, in particular, support from parents and spouses), experience, training, education and finance are key success factors influencing the performance of women-led firms in China. The experiences of the two entrepreneurs in the study demonstrate the importance of mentors in helping to develop a woman's business acumen and providing the right contacts to help overcome potential barriers to developing a successful business. Research limitations/implications – While this study provides a useful first step to better understanding the role of guanxi networks in supporting women-led ventures in China, further research is needed to test the generalizability of the findings. Originality/value – This study contributes to the limited prior research focusing on the important role of guanxi networks in assisting Chinese women to successfully launch and grow new ventures.

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“…If the Chinese view an authority, for example, leaders in organisations, as trustworthy, they will be completely dependent upon those authorities and become totally obedient. Although the structural make-up and the nature of the relationship may have evolved since the time of Confucius, modern Chinese remain oriented towards authoritarian relationships in their attitudes and behaviour (Redding & Wong, 1986;Wang & Heller, 1993). Specifically, when it comes to the relationships 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 between managers and employees, the Confucian value of hierarchy and authoritarian orientation still has a significant influence on people.…”

Section: Confucianismmentioning

confidence: 99%

“…One particular leadership theory, the leader-member exchange theory, known as LMX, which emphasises the importance of relationships, can be useful in the Chinese context (Redding & Wong, 1986;Yang, 1993;Hui & Graen, 1997). According to the LMX theory, the higher the quality of leader-member relationship between the manager and his / her subordinates, the more positive the effect on work will be (Gerstner & Day, 1997;Cogliser et al, 2009).…”

Section: Introductionmentioning

confidence: 99%

The Leader–Member Exchange Theory in the Chinese Context and the Ethical Challenge of Guanxi

Nie

Lämsä

2013

J Bus Ethics

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ABSTRACT.The leader-member relationship has been identified as a key determinant of successful working relationships and business outcomes in China. A high quality leader-member relationship helps managers and employees to meet the demands they face and gives them the opportunity to develop socially, emotionally and morally. Such relationships form the basis of the overall well-being and success of the organisation. This article contributes to relationally oriented leadership theories and more specifically to the leader-member exchange (LMX) theory by examining the theory in the context of Western expatriate managers and Chinese employees in China. The first aim of the study is to analyse the similarities and differences between the LMX theory, which owes its origins to Western corporate experience, and the social and moral norms of guanxi, a crucial element in the Chinese value system. Since Westerners and Chinese people can give different interpretations to guanxi, the second aim of the article is to discuss the ethical challenges to the Western manager arising from guanxi. The findings of this study have implications not only for China, but also for other Chinese communities (Macau, Taiwan, Hong Kong, the Philippines, and Singapore) where guanxi is endorsed and practised.

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1. The Psychology of Chinese Organizational Behaviour

Cited by 122 publications

References 0 publications

On the Intricacies of the Chinese Guanxi: A Process Model of Guanxi Development

On the Intricacies of the Chinese Guanxi: A Process Model of Guanxi Development

The role ofguanxinetworks in the performance of women-led firms in China

The Leader–Member Exchange Theory in the Chinese Context and the Ethical Challenge of Guanxi

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