An Integrated B2B <i>Guanxi</i> Model: A Taiwan Perspective

Kuo, Min-Jon; Zhu, Dauw-Song; White, Louis P.

doi:10.1080/15332667.2019.1705743

Cited by 7 publications

(38 citation statements)

References 17 publications

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“…Most scholars tend to use transliterations rather than translations of the terms used by Chinese people for a phenomenon that can be seen as either distinctly Chinese (Barbalet, 2021b) or which occurs in ethnic Chinese societies (Qi, 2013), like Taiwan (Kuo et al. , 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Relationships and social capital are critical success factors for business operations in markets with dominant Chinese culture, like Taiwan (Kuo et al. , 2020).…”

Section: Introductionmentioning

confidence: 99%

“…It also calls for a theoretically nuanced understanding of interorganizational reciprocity that has been lacking within management theory (Bianchi and Lomi, in press). It entails building a multi-level theory, just like in the case of interorganizational guanxi (Kuo et al. , 2020).…”

Section: Introductionmentioning

confidence: 99%

“…Taiwan's democratic institutional transformation [2] and traditional Chinese cultural background [3] provide a unique context (Kuo et al. , 2020) for exploring the “accessing” and “embedding” relational mechanisms and manifested practices within business relationships (Qi, 2013).…”

Section: Introductionmentioning

confidence: 99%

“…First, we explore renqing deployment at the interorganizational level (Zhang et al. , 2022; Zhang and Zhang, 2006; Chang, 2011; Tsang, 1998), which was inspired by the integrated business-to-business guanxi model of Kuo et al. (2020).…”

Section: Introductionmentioning

confidence: 99%

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Managing interorganizational renqing practices in high-performance organizations in Taiwan: the when, where and how of renqing giving

Wang

Chen

Chiu

et al. 2023

CCSM

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PurposeRelationships are a critical success factor for business operations across markets with dominant Chinese culture, like Taiwan. The intersection of a high-quality institutional environment and a traditional Chinese cultural background in Taiwan provides a unique setting for exploring different types of relational mechanisms and ensuing renqing practices (i.e. reciprocal exchange of favors with empathy). The purpose of this paper is to examine when, where and how Taiwanese high-performance organizations manage and deploy interorganizational renqing across their business relationship portfolios. Answering these questions can help build a theory of interorganizational renqing and advance interorganizational reciprocity theorization more generally.Design/methodology/approachThis research is motivated by two key research questions. First is related to how renqing givers understand renqing in the context of their organizations and their interorganizational business relationship portfolios. Second, whether organizations prefer a neutral renqing balance, a renqing debt or a renqing surplus is another point of interest. The study is based on interviews with upper echelon elite informants at six high-performing Taiwanese organizations with business relationship portfolios worldwide.FindingsIt is found that interorganizational renqing is deployed as a hybrid resource, taking on the functions of both an investment and a type of insurance against risk. Two notable differences between interorganizational and interpersonal renqing are also noted. First, the social exchange norm aspect of renqing points to salient social exchange norms also in interorganizational exchanges. This confirms the importance of understanding not only the regulative and normative dimensions of business relationships, as a type of institution, but also the cognitive dimensions and underlying institutional logics. Second, this study shows that unlike at the interpersonal level, the notion of renqing debt is not common at the interorganizational level – at least not within high-performance organizations with market leader positions.Originality/valueThis study explores interorganizational renqing practices and their strategic deployment through the use of “accessing” and “embedding” relational mechanisms. The study also adds to the poorly understood nature of interorganizational reciprocity and provides support for developing a theory of interorganizational renqing, as a form of interorganizational reciprocity within a Chinese cultural context.

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Section: Literature Reviewmentioning

confidence: 99%

“…Relationships and social capital are critical success factors for business operations in markets with dominant Chinese culture, like Taiwan (Kuo et al. , 2020).…”

Section: Introductionmentioning

confidence: 99%