Exploring The Role of Guanxi in CSR performance and Knowledge Management of a Stakeholder Network: A Case of iStone, China

Abstract

Background CSR performance is significantly affected by the degree of knowledge exchange. As Chinese firms have increasingly engaged in CSR activities, significant attention has been paid to how groups of stakeholders share and exchange knowledge resources strategically to increase their CSR performance. A guanxi network is an important facilitator in the mobilization of knowledge in CSR activities. This study explores how stakeholders strategically leverage their guanxi and structural holes to affect the efficacy of knowledge exchange to increase CSR performance. Methods A mixed-methods research approach was employed to gather data from the stakeholders of a Chinese digital firm iStone. Specifically, 325 questionnaires and social network analyses were collected as well as 55 semi-structured interviews were conducted to test the hypotheses. Results As a result, structural holes impede knowledge exchange among stakeholders in their guanxi network, but guanxi moderates this impeding effect. In addition, knowledge exchange promotes CSR performance. Conclusion By developing a mechanism to reveal how stakeholders’ structural hole filling behavior influences their CSR performance, our study places an emphasis on reciprocal resource exchange which generates several implications for CSR performance enhancement. In addition, by demonstrating how structural hole controllers’ become ‘structural hole fillers’ under the moderating influence of guanxi, this study recognizes the cultural contingency that conditions the effect of structural holes on knowledge exchange. This study also suggests stakeholders to cultivate guanxi with their network members who own yet-to-be-filled structural holes to fill their holes and increase firms sustainable performance by giving renqing , returning renqing , earning mianzi and giving mianzi .

Complements or substitutes? A Meta-analysis of the role of social capital for individual knowledge transfer

“…However, the use of structural social capital is controversial. The results of some empirical studies showed negative or insignificant effects of structural social capital on knowledge transfer (Ganguly et al, 2019;Liu et al, 2022;Zhou, 2020). Therefore, according to mainstream arguments, we propose the following hypothesis: H1.…”

“…In this study, we regard knowledge transfer as a process that involves sending, exchanging and receiving knowledge and experience by transferring subjects in a social network. We consider its connotation from a broad perspective at the individual level, which includes knowledge sharing (Berraies et al, 2020), knowledge acquisition (Soda et al, 2019), knowledge exchange (Liu et al, 2022), etc.…”

“…This may result from a complex social environment. Some scholars asserted that social capital has a positive impact on knowledge transfer (Berraies et al, 2020), but other scholars posited that certain social capital is ineffective in knowledge transfer (Ganguly et al, 2019;Liu et al, 2022;Lu and Yang, 2011).…”

“…, 2020), but other scholars posited that certain social capital is ineffective in knowledge transfer (Ganguly et al. , 2019; Liu et al. , 2022; Lu and Yang, 2011).…”

Corporate social responsibility and sustainability practices: mediating effect of green innovation and moderating effect of knowledge management in the manufacturing sector

“…According to Shafiee and Tabaeeian (2021), KM has a strong moderating impact on organisations' CSR initiatives. Arguably, KM is crucial in ensuring that stakeholders have relevant access to knowledge that can be used to increase the competitiveness and sustainability of organisations (Liu et al, 2022;Martins et al, 2019). Thus, the study proposes the following hypothesis:…”