Business Leadership Development in China

Ren, Shuang; Wood, Robert E.; Zhu, Ying

doi:10.4324/9781315797182

Cited by 14 publications

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“…(Guest, 2017). Hence, individuals are expected to build a repertoire of competencies as career adaptation tools (Ren et al, 2015), including regulation skills, adaptability, and self-awareness (Hall and Chandler, 2005; Savickas, 2005; Rudisill et al, 2010). In fact, researchers have carried out a series of studies on related issues necessary to meet the above needs.…”

Section: Introductionmentioning

confidence: 99%

Career Adaptability, Work Engagement, and Employee Well-Being Among Chinese Employees: The Role of Guanxi

et al. 2019

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The present study examined whether and how career adaptability predicts employee well-being (EWB) based on career construction theory. A three-wave questionnaire design was used to collect the data, and 338 employees participated in the study. The results suggest that career adaptability has a significant effect on work engagement, which, in turn, predicts EWB. In addition to developing a mediation model, we tested the effect of guanxi as a moderator on the former part of the model. Thus, a moderated-mediation model was constructed in this research. In addition to the finding of the mediating role of work engagement, the discussion of guanxi represents a more important novel aspect that draws attention to contextual factors that may shape how employees respond to career adaptability. The results revealed that the indirect effect of career adaptability on EWB through work engagement when guanxi is low is stronger than that when guanxi is high. Furthermore, we discuss the limitations of this study and the implications for future research on career adaptability and EWB.

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Section: Introductionmentioning

confidence: 99%

Career Adaptability, Work Engagement, and Employee Well-Being Among Chinese Employees: The Role of Guanxi

et al. 2019

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“…The recognition, formally written in the 1982 Constitution, paved the way for the development of private businesses, including family businesses. Prior to the reform, the economic activities of private businesses were restricted, as their access to raw materials, market, and financial support was largely prohibited (Ren et al, 2015). Since the implementation of market-oriented reforms, family businesses have fast become a visible part of the Chinese economy.…”

Section: Development Of Family Businessesmentioning

confidence: 99%

“…By the end of July 2013, 49.7% of the 1,431 private companies listed on China's A-share stock market were family businesses (Forbes, 2013). Family businesses in China are characterised by a high degree of responsiveness to changing markets, but are generally less resourceful compared to state-owned and foreign invested businesses (Ren et al, 2015).…”

Section: Development Of Family Businessesmentioning

confidence: 99%

“…A restricting element of this traditional approach is that family businesses, especially small ones, are relatively under-resourced to utilise formal business education (Warner and Goodall, 2009). Increasingly, people have adopted self-initiated learning that suits the fast pace of change they are facing nowadays (Ren et al, 2014;Ren et al, 2015); for instance, research has indicated a growing trend in online studies (Benson et al, 2013). Individual members of family businesses can choose relevant online resources and platforms to update their knowledge and skills that are directly relevant to their business.…”

Section: Business Learning and Education In Chinamentioning

confidence: 99%

“…This paper aims to fill the research gap and enrich understanding of the dynamic learning process and specific learning patterns as informed by the context in which the family businesses are situated. It focuses on learning within the context of China, as the country provides a rich site in which to investigate contextual influences on learning at the interface of its societal change and transformation (Ren, Wood and Zhu, 2015;Warner, 2014;Warner and Goodall, 2009). Under China's market-oriented reforms, disparity between urban and rural areas has been widening, creating different demands, challenges, and issues for businesses with various social, cultural, and economic environments.…”

Section: Introductionmentioning

confidence: 99%

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Developing Family Businesses through Ongoing Learning

Ren

Zhu

2016

Journal of General Management

Self Cite

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This study advances organisational learning research by exploring how and why learning patterns differ between different family businesses at different layers of China's market-oriented transformation. The focus is the locational difference, namely the separate urban and rural environments and outcomes. Combining case studies and in-depth interviews, the study investigated how family businesses interact with their institutional environment and consequently build learning patterns. Learning initiatives undertaken by relevant and motivated family members are found to reflect a dynamic process involving personal learning, business growth, and business innovation. Family conflicts and business growth were also found to impact learning in family businesses. Implications for organisational learning are discussed at the end of the paper.

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Leadership development in the Hong Kong Civil Service: Accessing social resources through guanxi networks

O’Neil,

McMillan,

Garavan

2024

Public Admin & Development

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Drawing on guanxi and conservation of resources theory we explore how close personal ties between middle managers who participated in leadership development, constitutes an important social resource in an East Asian public sector context. We contribute to studies exploring the importance of informal leadership development opportunities and techniques, specifically utilised to overcome public sector structural barriers. We gathered qualitative data from 44 middle managers who had completed formal leadership development within the Hong Kong Civil Service. Our data revealed that high quality Superior‐to‐Subordinate Guanxi helped study participants to gain access to important development resources including further developmental opportunities, stretch assignments, developmental support and feedback. High quality Peer‐to‐Peer Guanxi helped them to gain access to peer tacit knowledge, participation in collaborative development projects and positive peer developmental feedback. Our findings inform future leadership development design and are relevant to East Asian public sector context's where guanxi ties are significant.

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Business Leadership Development in China

Cited by 14 publications

References 0 publications

Career Adaptability, Work Engagement, and Employee Well-Being Among Chinese Employees: The Role of Guanxi

Career Adaptability, Work Engagement, and Employee Well-Being Among Chinese Employees: The Role of Guanxi

Developing Family Businesses through Ongoing Learning

Leadership development in the Hong Kong Civil Service: Accessing social resources through guanxi networks

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