Putting non-work ties to work: The case of guanxi in supervisor–subordinate relationships

Why do Chinese employees build supervisor-subordinate guanxi? A motivational analysis

“…As far as SSGM is concerned, it suggests that Chinese people have four major concerns in supervisor-subordinate guanxi, including CA, TC, PL, and IM motives. It also implies a psychological link between these motives and supervisor-subordinate guanxi, which has received support from research on the consequences or functions of supervisorsubordinate guanxi (e.g., Cheung et al, 2009;Law et al, 2000;Lin & Ho, 2010;Zhai, Lindorff, & Cooper, 2013;Zhang et al, 2015). For this reason, to satisfy these motives, people may intend to engage in behaviors aiming at building and developing supervisor-subordinate guanxi, such as seeking family assistance, helping friends, and doing favors for associates (Taormina & Gao, 2010).…”

“…Despite over three decades of cultural modernization in China, supervisorsubordinate guanxi Bis still seen as corresponding to the ruler-subject guanxi of old, and it is the most critical interpersonal relationship in various Chinese organizational settings^ (Wei et al, 2010: 438). Indeed, numerous studies have confirmed its importance in human resource management and organizational decisions (e.g., Chen, Friedman, Yu, & Sun, 2011b;Chen & Tjosvold, 2006;Cheng, Chiu, & Tzeng, 2013;Law et al, 2000;Zhang, Li, & Harris, 2015).…”

“…Specifically, we examine whether personal motives lead to supervisor-subordinate guanxi. Previous studies on the antecedents to supervisor-subordinate guanxi intended to assume, explicitly or implicitly, that supervisor-subordinate guanxi was a response or a reaction to Chinese culture (Taormina & Gao, 2010) or people's immune attributes (Taormina & Gao, 2010;Zhang et al, 2015). However, it has been widely believed by both laymen (Hwang, 1987) and researchers (e.g., Guthrie, 1998) that supervisor-subordinate guanxi is a purposeful relationship, involving Bthe care and concern for social, psychological, and economic welfare of the whole person across life domains^ (Chen, Chen, & Huang, 2013: 178).…”

The relationship between person–team fit with supervisor–subordinate guanxi and organizational justice in a Chinese state‐owned enterprise

“…Guanxi has been deeply rooted in Chinese history and culture. Although the structure and nature of guanxi has changed in different Chinese societies, a great number of guanxi rules that can be traced to ancient Chinese philosophies remain in modern Chinese society (Chen & Chen, ; Zhang, Li, & Harris, ). The five fundamental relationships ( wu‐lun : ruler–subject, father–son, husband–wife, elder–younger brother, and friend–friend) based on Confucian ethics demonstrate the order and hierarchy of human relationships in ancient Chinese societies (King, 1991), and these are still important today.…”

Organizational environment factors associated with corporate social responsibility: effects on communication and guanxi relationship between supervisors and subordinates in SMEs

“…Guanxi is also found to facilitate particularistic (flexible, situational) rather than universalistic (rigid, standard) organizational practices, where managers have more latitude in making decisions due to the absence of rules and enforcement of regulations (Zhang, Li and Harris, 2015). In such situations, employees are motivated to form close relationships with those in power to seek career advancement and job security (Zhang, Li and Harris, 2015).…”