Understanding the Double-Level Influence of Guanxi on Construction Innovation in China: The Mediating Role of Interpersonal Knowledge Sharing and the Cross-Level Moderating Role of Inter-Organizational Relationships

Abstract

Guanxi, a Chinese term that defines social networks of power and benefits, can be divided into inter-personal and inter-organizational relationships. Guanxi significantly influences construction innovation in China. Many studies have examined the relationship between guanxi and construction innovation at the project or organizational level. However, few of these studies explain how guanxi might affect an individual’s innovative behaviour from a double-level perspective. This paper builds on social capital theory and social exchange theory to examine guanxi’s role in motivating innovative behaviour in a China-specific construction context. It investigates the main effects of inter-personal relationships on innovative behaviour, the mediating effects of knowledge sharing, and the cross-level moderating effects of inter-organizational relationships. These elements were tested using a survey that received 178 responses from 35 different organizations. The results were analysed using Hierarchical Linear Modelling (HLM) and revealed that inter-personal relationships have positive influences on innovative behaviour, thus highlighting the partial mediating effects of knowledge sharing. In addition, the analyses showed that inter-organizational relationships augment inter-personal relationships and knowledge sharing on innovative behaviour by cross-level interaction. The research findings enhance an understanding of guanxi and innovative behaviour in China-specific construction project settings, as well as verifying the significance of guanxi in stimulating innovative behaviour.

Knowledge transfer and boundary conditions

“…Furthermore, the results highlight the role of trust as a contextual factor in the Chinese culture, where trustful relationship leads to strong ties (Tortoriello et al, 2012), so there will be less concerns for knowledge being misused (Krackhardt, 1999;McEvily, 2003, 2008). This finding captures the relationship aspect of knowledge transformation, and further contributes to the literature on mechanism of knowledge transformation, as trustful relationship facilitates shared values and understanding of interests among knowledge actors so they are able to engage in knowledge transform at pragmatic boundaries (Wang et al, 2012;Qian et al, 2019).…”

“…Guanxi is viewed as interpersonal bonds that are cultivated through long-term relationship building to create certain expectations and duties in daily interactions, business activities and organizational behaviors (Wang et al , 2012). Existing literature about Chinese firms has found that in situations where there is a highly trustful relationship or there is perceived shared understanding of interests and common values, parties are more willing to engage in social exchange and cooperative interactions such as knowledge transfer (Wang et al , 2012; Qian et al , 2019).…”

The Effect of Servant Leadership on Self-Efficacy and Innovative Behaviour: Verification of the Moderated Mediating Effect of Vocational Calling

“…Innovation begins at the organisational level, shifts to the conscious creation of individual members, and affects job performance and behaviour changes. Therefore, innovative behaviour can be more freely expressed during stable work performance, based on intimate relationships (Qian et al 2019). Innovative behaviour is also a form of voluntary social action that is closely related to the sense of joy and accomplishment derived from reflecting actual changes in the workplace based on the members' progressive attitudes (Kuncoro and Suriani 2018;Sameer 2018).…”

Knowledge Sharing Among Healthcare Practitioners: Identifying the Psychological and Motivational Facilitating Factors

“…It is an employe behavior that is a key dynamic for the success of knowledge-intensive organizations ( Ding et al, 2017 ; Stenius et al, 2017 ; Mc Evoy et al, 2019 ; Al-Kurdi et al, 2020 ), such as healthcare organizations. Although the issue of KS has been widely discussed in the growing literature on the topic ( Han et al, 2019 ; Qian et al, 2019 ; Al-Kurdi et al, 2020 ; Jiang and Xu, 2020 ), the number of studies contributing to the interpretation of and solutions to developing KSB in healthcare organizations is still limited. Accordingly, determining how to encourage employes to willingly share knowledge and in turn improve performance and the quality of medical services is a key issue for healthcare organizations.…”

“…However, even though the factors affecting KS have been extensively investigated, gaps remain in the existing research on knowledge sharing behavior (KSB). First, a significant amount of research has explored the factors affecting KSB based on the social exchange theory, which proposes that human behavior is driven by individual expectations of the costs and benefits inherent in interpersonal exchanges ( Yan et al, 2016 ; Wu and Lee, 2017 ; Curtis and Taylor, 2018 ; Qian et al, 2019 ). However, focusing on understanding individuals’ willingness to share knowledge for the purpose of the exchange of benefits may not be sufficient to explain proactive KSB ( Kang et al, 2017 ).…”