On the Influence of Interpersonal Relations on Business Practices in Latin America: A Comparison with the Chinese <i>Guanxi</i> and the Arab <i>Wasta</i>

Vélez-Calle, Andrés; Robledo-Ardila, Cristina; Rodriguez-Rios, Juan David

doi:10.1002/tie.21669

Cited by 42 publications

(32 citation statements)

References 35 publications

(77 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…German managers who open themselves up as managers and who think about creating value for employees will help to encourage voice behavior. This long‐term orientation in relationship building that is emphasized by our findings is in line with the previous research that highlights the long‐term orientation of guanxi (Hutchings & Weir, ; Velez‐Calle, Robledo‐Ardila, & Rodriguez‐Rios, ) as well as the importance of being patient and persistent in conducting business in China (Yang, ).…”

Section: Resultssupporting

confidence: 92%

China Speaks Out: How and Why Chinese Employees Use Their Voice toward German Managers

Metz¹,

Gunkel

2016

Thunderbird Intl Bus Rev

View full text Add to dashboard Cite

Existing management literature on voice has primarily focused on examining who uses their voice and when it is used, ignoring why employees speak out and how they do so. We examine the conditions under which Chinese employees use their voice toward their German managers at German companies in Mainland China. The fi ndings from our empirical study emphasize the importance of Chinese employees' personal identifi cation with their German managers as a precondition for voice behaviors.Our results suggest that Chinese employees utilize indirect voice behavior in addition to direct voice behavior when interacting with their German managers. This indirect guanxi -voice behavior has neither been recognized nor investigated in the literature. The theoretical and managerial implications of the results are discussed.

show abstract

Section: Resultssupporting

confidence: 92%

China Speaks Out: How and Why Chinese Employees Use Their Voice toward German Managers

Metz¹,

Gunkel

2016

Thunderbird Intl Bus Rev

View full text Add to dashboard Cite

show abstract

“…Lo anterior es coincidente con lo planteado por Wasti et al (2011), Branzei et al (2007, Velez-Calle et al (2015) y Castaño et al (2015, donde los trabajadores que pertenecen a la cultura latinoamericana muestran valores coherentes con valores colectivistas. Trabajan en estructuras organizacionales jerárquicas donde establecen una relación de alta dependencia con la jefatura que confirma una alta distancia de poder y hacen sentido a los funcionarios de un líder autoritario-benevolente, esperando de él una comunicación cercana, un trato personal que atienda a sus problemas y que sea un aporte efectivo para resolverlos.…”

Section: Discussionunclassified

“…Se concuerda con Velez-Calle et al (2015) que se debe ser cuidadoso de importar modelos de gestión y de construcción de confianza que no son acordes a los valores donde se aplican. Una fuente grave de conflicto organizacional podría ser si las jefaturas adscriben a modelos de gestión centrados exclusivamente en el cumplimiento de la tarea, mientras los trabajadores están centrados en la relación afectiva.…”

Section: Discussionunclassified

“…La cultura latinoamericana, al igual que la china y la árabe, al compartir una cultura colectivista y alta distancia de poder, presentan un sistema valórico en el que las relaciones interpersonales están basadas en el respeto a la autoridad, un sentido de deber y lealtad a los grupos (Dávila & Elvira, 2012;Velez-Calle et al, 2015). La cultura chilena, producto de estar experimentando transformaciones socioeconómicas por la implementación del modelo neoliberal, ha ido disminuyendo el predominio de los valores colectivista, debilitándose la distancia de poder, sin embargo, habría un aumento en la evitación de la incertidumbre (Didier & Luna, 2017).…”

Section: Diferencias Culturales Sobre Confianza Interpersonal En El Tunclassified

“…En el contexto laboral, se ve reflejada en enfatizar roles formales, seguimiento de reglas, respeto a las jerarquías y la búsqueda de la armonía en los grupos, es decir, no enfrentamiento de los conflictos y lealtad hacia la organización (Didier & Luna, 2017;Páez & Campos, 2005). A las jefaturas les cuesta delegar, optan por el contacto cara a cara e intentan construir vínculos previos a las transacciones laborales (Velez-Calle et al, 2015). De acuerdo con Páez y Campos (2005) en las sociedades colectivistas y de alto riesgo a la incertidumbre los niveles de confianza social son bajos y optan por relaciones interpersonales que provean seguridad o confianza estables y a su vez refuerzan actitudes de desconfianza y competitivas fuera del endogrupo.…”

Section: Diferencias Culturales Sobre Confianza Interpersonal En El Tunclassified

See 2 more Smart Citations

Revelando el significado de confiar en la jefatura en el contexto de un hospital público

Gallardo¹,

Mujica²,

Rovira³

2018

PSICO

View full text Add to dashboard Cite

Revelando el significado de confiar en la jefatura en el contexto de un hospital público La investigación sobre confianza interpersonal ha sido escasamente analizada desde la conceptualización de trabajadores latinoamericanos. Esta investigación se propuso comprender el significado que funcionarios de la salud dan a confiar en la jefatura directa. Se utilizó un diseño descriptivo-analítico y el enfoque fenomenológico para el análisis de la información. Se entrevistó a 65 funcionarios de un hospital público. Se obtuvieron 5 categorías, las dos principales cubren el 81% de las menciones y están asociadas a "Tener buena comunicación" y "Que apoyen cuando hay problemas". Así, emerge un modelo de confianza diádica que se construye especialmente de vínculos personalizados en que los funcionarios sienten recibir protección, relacionado probablemente a un liderazgo paternalista de la jefatura, coherente con la cultura organizacional latinoamericana. Palabras clave: Confianza, confiabilidad, liderazgo, cultura, Latinoamérica. Revealing the meaning of trust in Leadership in the context of a public hospitalResearch on interpersonal trust has been poorly analyzed from the conceptualization of Latin American workers. This research aimed to understand the meaning that health officials attribute to trust in direct leadership. A descriptive-analytical design was used, as well as a phenomenological approach for the information analysis. 65 officials of a public hospital were interviewed. A total of 5 categories were obtained, from which the main two covered 81% of the dimensions. The two main categories are related to "having good communication" and "support when there are problems". Thus, a model of dyadic trust emerges, which is constructed especially from personalized links in which the officials perceive protection, Revelando o significado de confiança em Liderança no contexto de um hospital público A pesquisa sobre a confiança interpessoal tem sido pouco analisada desde a conceitualização de trabalhadores latino americanos. Nesta pesquisa a proposta foi de compreender o significado que os funcionários da área da saúde dão ao confiar nos seus chefes diretos. Foi utilizado um desenho descritivo-analítico e o enfoque fenomenológico para a análise da informação. Foram entrevistados 65 funcionários de um hospital público. Foram obtidos 5 categorias, sendo que as duas principais cobrem um 81% do mencionado e está associado a "Ter boa comunicação" e "Que apoiem quando tenha problemas". Assim, surge um modelo de confiança entre os dois (funcionário-chefe e chefe-funcionário) que se constrói especialmente de vínculos personalizados em que os funcionários sentem receber proteção, relacionado provavelmente a uma liderança paternalista do chefe, coerente com a cultura organizacional da América Latina.

show abstract

The Impact of Formal and Informal Distance on Gender Equality Approaches: The Case of a British MNC in Saudi Arabia

Alhejji

Garavan

et al. 2016

Thunderbird Intl Bus Rev

View full text Add to dashboard Cite

This study explores the forces that promote and hinder gender equality efforts of a multinational corporation ( MNC ) operating in the Middle East. Specifi cally, we draw from a case study to document the formal and informal pressures exerted on a British MNC operating in Saudi Arabia to better understand the multiple forces that infl uence gender equality approaches in the host country. Our fi ndings suggest that while formal institutions such as the legal requirements and localization policies support gender equality, informal forces that are rooted in the cultural norms and traditions are formidable in hindering FEATURE ARTICLE such efforts and in reinforcing the status quo. The insights generated from our study have the potential to inform public policy makers and organizational decision makers to locate the right policy tool to promote gender equality.

show abstract

On the Influence of Interpersonal Relations on Business Practices in Latin America: A Comparison with the Chinese Guanxi and the Arab Wasta

Cited by 42 publications

References 35 publications

China Speaks Out: How and Why Chinese Employees Use Their Voice toward German Managers

China Speaks Out: How and Why Chinese Employees Use Their Voice toward German Managers

Revelando el significado de confiar en la jefatura en el contexto de un hospital público

The Impact of Formal and Informal Distance on Gender Equality Approaches: The Case of a British MNC in Saudi Arabia

Contact Info

Product

Resources

About