Good<i>guanxi</i>and bad<i>guanxi</i>: Western bankers and the role of network practices in institutional change in China

Nolan, Jane

doi:10.1080/09585192.2011.586869

Cited by 33 publications

(16 citation statements)

References 35 publications

(21 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Our third research question looked at the institutional influences on localization and confirmed much of the extant research outside of hostile contexts in relation to government regulations (Al-Lamiki, 1998;Williams et al, 2011), culture (Nolan, 2011;Wang, 2007;Shenkar, 2001), organizational legitimacy (Forstenlechner & Mellahi, 2011;Henisz & Zelner, 2005) and issues of governance.…”

Section: Discussionsupporting

confidence: 58%

Localization of staff in a hostile context: an exploratory investigation in Afghanistan

Dickmann

Parry

Keshavjee³

2017

The International Journal of Human Resource Management

View full text Add to dashboard Cite

Hostile environments pose a distinct threat to international organizations and their staff and yet they are under researched within the literature on international human resource management. Localization of staff may present a means to manage some of the risks and also to provide the resources needed to achieve competitive advantage. Drawing on the resource-based view (RBV) and institutional theory, we explored resource-and capability-based and institutional influences in relation to the decision of whether to localize professional staff in a hostile environment (Afghanistan). Using in-depth semi-structured interviews with representatives from four organizations in Afghanistan, our investigation identified new influences on localization at the societal and organizational level. These include ongoing security issues as well as influences on localization such as corruption, impartiality and the need for outside experiences as well as perspectives not identified in previous work. In addition, we emphasize the importance of both picking appropriate valuable local human resources and using appropriate internal capabilities to develop and deploy them in such a way to build firm-specific assets which are also rare, inimitable and non-substitutable, thus leading to sustainable competitive advantage.

show abstract

Section: Discussionsupporting

confidence: 58%

Localization of staff in a hostile context: an exploratory investigation in Afghanistan

Dickmann

Parry

Keshavjee³

2017

The International Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

“…Fahr, Bartol, Shapiro, and Shin, 2010;Liu and Shaffer, 2005;Osman-Ghani and Rockstuhl, 2008;Shen and Kram, 2011). There has also been some interest in the impact of networks on expatriate career competencies, opportunities and advancement (Barhem, Younies, and Smith, 2011;Cao, Hirschi, and Deller, 2012) as well as on the diffusion of international business norms (Nolan, 2011). Tacit knowledge exchange through network development (Crowne, 2009;Lovvorn and Chen, 2011;Makela, 2007) and the importance of networks for female expatriates (Hutchings, French, and Hatcher, 2008;Shortland, 2011) and expatriate spouses (Kupka and Cathro, 2007) have also been explored.…”

Section: Expatriation and Networkmentioning

confidence: 99%

Towards an understanding of social networks among organizational self-initiated expatriates: a qualitative case study of a professional services firm

Richardson

McKenna

2014

The International Journal of Human Resource Management

View full text Add to dashboard Cite

Drawing on a qualitative case study of 51 organizational self-initiated expatriates (OSIE) in a professional services firm, this article investigates the role of networks during expatriation and, specifically, in the development of learning that is beneficial to both the individual expatriate and the global operations of the firm. First, we investigate the extent to which individual motivations to engage in OSIE impact on the development of networks. Second, we investigate individual's experiences of network development. Third, we investigate individual perceptions of the benefits of networks for both organizations and individual actors. The paper will report that professionals initiating their own expatriation develop continually expanding and composite networks such that mobility and networks evolve in a seemingly symbiotic relationship. In doing so, it contributes to our understanding of the role of agency in network development and extends our understanding of organizational self-initiated expatriation as a relatively underresearched phenomenon.

show abstract

“…

AbstractThe Chinese cultural factor guanxi has an important influence on the implementation and effectiveness of HRM practices in China (Chen and Chen 2013;Nolan 2011;Rowley and Benson, 2002;Warner 2014). However few studies have investigated how guanxi influences performance appraisal in organizations with different ownership structures.

…”

mentioning

confidence: 99%

Performance appraisal in Western and local banks in China: the influence of firm ownership on the perceived importance ofguanxi

Nolan

2015

The International Journal of Human Resource Management

Self Cite

View full text Add to dashboard Cite

The Chinese cultural factor guanxi has an important influence on the implementation and effectiveness of HRM practices in China (Chen and Chen 2013;Nolan 2011;Rowley and Benson, 2002;Warner 2014). However few studies have investigated how guanxi influences performance appraisal in organizations with different ownership structures. We investigated this issue by studying three banks operating in mainland China: a state-owned commercial bank, a foreign owned bank and a city commercial bank. Both quantitative data (survey of 308 employees) and qualitative data (22 in-depth interviews) was used. Macro-level convergence and micro-level divergence was found among the banks. The reform of the performance appraisal system in the state-owned commercial bank indicated a degree of convergence in the appraisal system towards a form commonly found in western banks, at least on the surface. However there were differences in implementation level in the three banks. The perceived influence of guanxi on performance appraisal was strongest in the state-owned bank and weakest in the western-owned bank. The reasons for this included generational differences in cultural values, the international experience of employees and managers, and the degree of alignment between senior managers and others over the purpose of appraisal.

show abstract

Goodguanxiand badguanxi: Western bankers and the role of network practices in institutional change in China

Cited by 33 publications

References 35 publications

Localization of staff in a hostile context: an exploratory investigation in Afghanistan

Localization of staff in a hostile context: an exploratory investigation in Afghanistan

Towards an understanding of social networks among organizational self-initiated expatriates: a qualitative case study of a professional services firm

Performance appraisal in Western and local banks in China: the influence of firm ownership on the perceived importance ofguanxi

Contact Info

Product

Resources

About