Ethical cronyism: an insider approach for building <i>guanxi</i> and leveraging business performance in China

Leung, Thomas; Barnes, Bradley R.

doi:10.1080/13602381.2019.1654215

Cited by 17 publications

(6 citation statements)

References 150 publications

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“…It is a response to Jiang and Zhang’s call (2010) to examine the relevance of differential leadership at different levels. Furthermore, this study agrees with both Jiang and Zhang (2010)’s and Leung and Barnes (2020)’s claims that leaders expect differential treatment to empower insiders so as to increase loyalty and effectiveness, and that subordinates outside the circle can also take the initiative to learn from their fellow workers and show behaviors that meet the expectations of their leaders.…”

Section: Discussionsupporting

confidence: 89%

The influence of differential leadership and proactive personality on employee in-role performance: An integrated model

Chen

Haga

2022

Front. Psychol.

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PurposeDifferential leadership does not necessarily bring only negative effects, as it may also become an incentive management strategy. This study explores whether outsiders can actively become insiders through proactive personality traits, or whether they can actively approach resource controllers to remove obstacles at work and enhance their performance in a Chinese cultural setting.MethodologyA stratified random sampling method was used. The sample objects were medical staff from hospitals in the six urban districts of Beijing. In 2021, a total of 900 online questionnaires were distributed. 524 valid questionnaires were recovered.Main findingsThe results show that differential leadership, defined as favoritism towards insiders and prejudice against outsiders, can cause changes in employees’ sense of organizational justice and in-role performance. Meanwhile, by introducing ‘proactive personality’ as an independent variable that also acts as a moderator, our study confirms that, under differential leadership, employees with a proactive personality can actively improve situational barriers and have better work performance.Implications/applicationsOur research offers managers the following advice: First, it is better to look not only at relationships, but also to understand an employee’s personality characteristics, whether it has a superficial or deep role at work, in order to reduce the turnover rate and to raise productivity. Second, it is important to teach employees to serve customers with a sincere appreciation of their point of view, rather than focusing on presenting an outward appearance of friendliness.Novelty/originalityThis paper contributes to the theory of proactive personality, emotional labor, and differential leadership. Contrary to previous studies, our research has used ‘proactive personality’ as both a distractor and a predictor at the same time. Also, insiders favored by leaders are not found to perform better at work.

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Section: Discussionsupporting

confidence: 89%

The influence of differential leadership and proactive personality on employee in-role performance: An integrated model

Chen

Haga

2022

Front. Psychol.

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“…politeness, consideration). The knowledge of local etiquette is a key factor when doing business in China (Ambler, Witzel, & Xi, 2017;De Mente, 2016;Leung & Barnes, 2019;Seligman, 2008). For example, Bader, Froese, Achteresch, and Behrens (2017) suggest that home country culture may be the basis for outgroup categorisation of expatriate employees.…”

Section: Business Etiquettementioning

confidence: 99%

“…It involves acting within a relationship in a way that personal loyalty, confidentiality and harmony is expressed in doings, sayings, and manners. Appropriate etiquette displaying loyalty is part of moral code in China (Leung & Barnes, 2019). In addition, the broad spectrum of business etiquette includes oral etiquette.…”

Section: Business Etiquettementioning

confidence: 99%

Chinese social capital in a business context: the impact of business ethics, business etiquette and business orientation on relationship building and performance

Fam

Kadirov

Bardakçı

et al. 2022

EJIM

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This research explores the extent business ethics and etiquette influence relationship performance across the business relationship lifecycle. Based on a survey from 583 business people from several major Chinese business hubs, this research finds that business ethics and etiquette significantly influence relationship performance success. Dimensions of business ethics such as relationship fairness and relationship stability are found to be significantly associated with relationship performance at the growth and maintenance stages, respectively. Commitment/loyalty business etiquette protocols are found to be important at all stages of the business relationship lifecycle. Additionally, the study found that goal-oriented males and females are more likely to use business ethics and etiquette in comparison to apathy-driven males and females to build successful relationship performance.

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Section: Business Etiquettementioning

confidence: 99%

Chinese social capital in a business context: the impact of business ethics, business etiquette and business orientation on relationship building and performance

Bardakçı¹,

Kadirov²,

Fam³

et al. 2020

Preprint

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Ethical cronyism: an insider approach for building guanxi and leveraging business performance in China

Cited by 17 publications

References 150 publications

The influence of differential leadership and proactive personality on employee in-role performance: An integrated model

The influence of differential leadership and proactive personality on employee in-role performance: An integrated model

Chinese social capital in a business context: the impact of business ethics, business etiquette and business orientation on relationship building and performance

Chinese social capital in a business context: the impact of business ethics, business etiquette and business orientation on relationship building and performance

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