Supervisor–subordinate Guanxi violations: Trickle-down effects beyond the Dyad

Zhu, Yanhan; Li, Diwan

doi:10.1057/s41291-016-0002-2

Cited by 11 publications

(5 citation statements)

References 77 publications

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“…Organisational members live as a family and are expected to commit fully to creativity initiatives as a medium of reciprocation for being identified as a family member (Zhao, 2015). Studies espouse that under such organisational culture dimension, communication and close supervision is usually effective due to dyadic relationships (Zhu and Diwan, 2016).…”

Section: Trustworthinessmentioning

confidence: 99%

An organisational culture and trustworthiness multidimensional model to engender employee creativity

Ogbeibu

Senadjki

Peng

2018

AJB

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Purpose The purpose of this paper is to elicit a conceptual understanding of the moderating effect of trustworthiness on the relationship between organisational culture and employee creativity. Design/methodology/approach This study is theoretical in nature and draws conceptual insights from an integration of theoretical and conceptual underpinnings: the competing values framework, trustworthiness from the integrative model of organisational trust and the componential theory of individual creativity. Findings Trustworthiness plays a major role in influencing the degree at which managers engender employee creativity. This study postulates that clan and adhocracy organisational culture dimensions have a positive impact on employee creativity, while market and hierarchy organisational culture dimensions have negative impacts on employee creativity. Employee creativity would be engendered if organisational cultures are tailored towards improving the ability of employees. Engendering of employee creativity is contingent on an acceptable degree of benevolence and integrity expressed between managers and their respective employees. Originality/value By integrating several methodological underpinnings to produce a multidimensional model for engendering employee creativity, from the lens of a supportive organisational culture, this study offers novel insights for both managerial practice and actions.

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Section: Trustworthinessmentioning

confidence: 99%

An organisational culture and trustworthiness multidimensional model to engender employee creativity

Ogbeibu

Senadjki

Peng

2018

AJB

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“…A worker needs to effectively invest in his or her organisation, without considering its working activity with the only goal of earning money (Chan and Fung, 2015). A proper organisation that could reduce role ambiguity and assign the right role division between workers, avoiding an excessive workload to some of them and constant supportive activity by the supervisor rational organisation reduces work-family conflict and turnover intention (Karatepe and Udulag, 2007;Culbertson et al, 2009;Ngah et al, 2010;Hammer et al, 2011;Karatepe and Azar, 2013;Proost et al, 2010;Mihelic, 2014;Chen et al, 2016;Schierman and Glavin, 2017;Zhu and Li, 2016;Raza et al, 2018;Talukder, 2019), acting positively on working stressors. The COVID-19 pandemic did not create work-family conflict, which already existed by the end of the last century, but it hit on different points of weakness in the modern system, as it overcharged some National Health Systems which were already vulnerable because of lack of financial funds, corruption, disorganisation, structural and equipment obsolescence, or personnel inadequacy.…”

Section: Work-family Conflictmentioning

confidence: 99%

Section: Cluster Analysismentioning

confidence: 99%

Being stressed in the family or married with work? A literature review and clustering of work-family conflict

Pascucci

Sánchez

García

2021

EJMBE

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PurposeWork-family conflict is an important topic which had an evolution, starting from a static definition, where work and family domains were divided, to a more dynamic and complex balance. COVID-19 has influenced society and created a significant distress among families and working activity, and this topic has been characterised by a major interest, considering some old definitions where this balance was considered problematic but not as an enriching opportunity.Design/methodology/approachThe authors used SCOPUS to find all records mentioning work-family conflict, by considering book, article and review, excluding conference paper and considering only records written in English language. After a duplicated and not pertinent record removal, the authors obtained a number of 675 records. The authors considered 437 records from SCOPUS to create a cluster map.FindingsUsing SCOPUS and VOSviewer the authors have clustered 5 different areas, which are regrouped in next clusters considering keywords with most co-occurrence and significancy: Work-life balance and burnout gender cluster job stress and performance social and family support job satisfaction.Research limitations/implicationsCluster map is origined only by SCOPUS database.Originality/valueThis work aims to find a state of art about this topic, creating hypothesis where this problem has been exacerbated by 2020 due to important society modifications created by COVID-19, where recent evolution of work-family balance has been complicated by papers which come back to consider this balance as problematic.

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“…This is because the concept of insubordination has its roots in Confucianism, which considers insubordination as boldness without the rules of propriety (Mackey et al, 2021). Moreover, exploring insubordination in the Chinese context and reconfirming the insubordination scale using Chinese employees can contribute to the workplace mistreatment framework considering the changes in the working values of young Chinese employees and interpersonal relationships with leaders in the Chinese workplace (Zhu & Li, 2016). In line with Western working culture, younger employees desire to work with leaders in an open and equal way, which means they are extremely reluctant to undergo supervisory mistreatment or meaningless tasks.…”

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confidence: 99%

The Insubordination Scale Among Full-Time Chinese Employees: A Cross-Cultural Validation Study

Xie

Meng

2022

Journal of Career Assessment

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The present study aimed to translate the insubordination scale into the Chinese version (ISBD-C) and to test its reliability and validity among 994 full-time Chinese employees. In Study 1 ( N = 551), the insubordination scale was translated, and exploratory factor analysis (EFA) was conducted, which revealed a single factor structure of insubordination. In Study 2 ( N = 443), the scale’s convergent validity and discriminant validity were supported by confirmatory factor analyses (CFA). Further, measurement invariance was tested and indicated that the ISBD-C was equivalent across gender, age, education level and job position. Finally, the scale’s concurrent validity was demonstrated by positive correlations with general counterproductive workplace behavior and procrastination, and negative correlations with workplace well-being, work engagement, and affective commitment. These findings provide strong evidence that ISBD-C is a useful measure in the Chinese context.

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Supervisor–subordinate Guanxi violations: Trickle-down effects beyond the Dyad

Cited by 11 publications

References 77 publications

An organisational culture and trustworthiness multidimensional model to engender employee creativity

An organisational culture and trustworthiness multidimensional model to engender employee creativity

Being stressed in the family or married with work? A literature review and clustering of work-family conflict

The Insubordination Scale Among Full-Time Chinese Employees: A Cross-Cultural Validation Study

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