A Model of Guanxi Development: Flexibility, Commitment and Capital Exchange

Wong, Y.H.; Leung, Thomas; Hung, Humphry; Ngai, Eric W.T.

doi:10.1080/14783360701350607

Cited by 48 publications

(44 citation statements)

References 21 publications

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“…The high status or mianzi by virtue of the company at which they worked enabled the participants in Hutchings and Murray's study to omit the work usually needed to establish guanxi channels. The status/power differential serves as a guanxi magnet; mianzi induces others' desire to develop guanxi (Wong et al 2007). In this sense, mianzi is similar to Bordieu's (1986) concept of symbolic capital: prestige as a sort of credit that can attract other forms of capital.…”

Section: Proposed Frameworkmentioning

confidence: 89%

Guanxi-Building in the Workplace: A Dynamic Process Model of Working and Backdoor Guanxi

Bedford

2011

J Bus Ethics

108

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Guanxi is a complex construct of Chinese social interaction. Previous studies have focused on implications of guanxi for business outcomes; few have examined guanxi development, which is the purpose of this study. Two theoretical modes of dynamic guanxi processes in the workplace are proposed: working guanxi and backdoor guanxi. The two modes differ in frequency of interaction, frequency of exchange of favors, and how clear the parties are on what each stands to gain from a particular interaction. Although face is expected to play a role in the development of each, the type of face that is most important differs. For working guanxi, lian (personal character) is most important. For backdoor guanxi, mianzi (status) is most important. Backdoor guanxi is the mode most likely to be associated with corruption, bribery, and client-patron relations. The psychological and social processes underlying development of these two modes of guanxi are explored and a basic model proposed as a basis for future research on guanxi, face, and ethics.

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Section: Proposed Frameworkmentioning

confidence: 89%

Guanxi-Building in the Workplace: A Dynamic Process Model of Working and Backdoor Guanxi

Bedford

2011

J Bus Ethics

108

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“…expressive ties and instrumental ties (Hwang, 1987;Wong et al, 2007). Instrumental ties typically arise in the workplace and emerge in the context of formal work relationships; they are more likely to link people who have different backgrounds, areas of expertise or cultural status (Manev and Stevenson, 2001).…”

Section: The Effects Of Social Network Ties On Tmsmentioning

confidence: 99%

“…In the Chinese context, there are two basic forms of interpersonal relationships, involving instrumental and expressive ties (Hwang, 1987;Wong et al, 2007). The former is work related, while the latter is more associated with socio-emotional attachment.…”

Section: Introductionmentioning

confidence: 99%

Empowering teams through social network ties

Zhong

Huang

Davison

et al. 2012

International Journal of Information Management

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ABSTRACT:Effective teamwork and knowledge coordination are becoming increasingly important for all kinds of organizations given the growing use of teams to tackle competitive challenges and sustain competitive advantage. In this study, we develop and validate a model of how two types of social network ties -expressive and instrumental -contribute first to three dimensions of a transactive memory system (TMS) -specialization, credibility and coordination within teams -and subsequently to team efficacy and performance. We tested the model in an empirical study drawing on data from 66 teams in a variety of organizations. The results suggest that both instrumental and expressive ties within teams can facilitate the formation of TMS and the three dimensions of TMS are all, yet to different extents, positively related to team efficacy. Team efficacy is also a powerful predictor of team performance.

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“…Establishing a high 'quality' guanxi was also confirmed to be a socially complex process which requires continuous communication, face-toface interaction and a high degree of sociability in order to strengthen the connections and establish the required ganqing as well as mutual trust (Yeung and Tung 1996;Fan 2002;Ramasamy, Goh, and Yeung 2006;Wong et al 2007;Humphreys et al 2011).…”

Section: 222mentioning

confidence: 99%

The role ofguanxiin buyer–supplier relationships in Chinese small- and medium-sized enterprises – a resource-based perspective

Wiegel

Bamford

2014

Production Planning & Control

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This paper examines the role of guanxi (personal relationships or connections) in buyer-supplier relationships in Chinese small-and medium-sized enterprises (SMEs), through exploratory research that gained access to companies actually using guanxi. The resource-based view provided a systematic approach for analysing the role of guanxi in terms of its potential to be a source of sustained competitive advantage. Business guanxi connections were identified as possessing the potential to be considered an organisational resource. This study identified several valuable attributes of guanxi at the organisational level. However, the guanxi-based advantage can only be sustained under certain conditions. SMEs should create an organisational environment that encourages their employees to actively establish and maintain guanxi connections within the company and beyond. However, companies in China need to recognise that firms that possess superior technological skills or capabilities have a stronger bargaining power, as they are able to deliver quality at competitive prices over the long run.

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A Model of Guanxi Development: Flexibility, Commitment and Capital Exchange

Cited by 48 publications

References 21 publications

Guanxi-Building in the Workplace: A Dynamic Process Model of Working and Backdoor Guanxi

Guanxi-Building in the Workplace: A Dynamic Process Model of Working and Backdoor Guanxi

Empowering teams through social network ties

The role ofguanxiin buyer–supplier relationships in Chinese small- and medium-sized enterprises – a resource-based perspective

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