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

Zhang, Long; Deng, Yue; Zhang, Xin; Hu, Enhua

doi:10.1007/s10490-015-9430-3

Cited by 47 publications

(39 citation statements)

References 77 publications

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“…Begley, Lee, & Hui, 2006), motivation theory (e.g. Zhang, Deng, Zhang, & Hu, 2016) and leadership theory (Zhang, Cone, Everett, & Elkin, 2011). It has been argued that organizational psychologists regard employees as 'cognitive dopes', constrained by rudimentary rules of traits and behaviour and without capability to interpret the heterogeneity and 2011; Snell and Tseng (2003) Corporate culture Every SOE is equipped with its unique organizational culture, which acts as a kind of social control that guides employee behaviours and business strategies Chen, Wakabayashi, and Takeuchi (2004); Liu (2003) Strategic HRM theories Strategic HRM Human resources are valuable resources for corporate success.…”

Section: Institutional Theory: Its Previous Dominance and Current Fadmentioning

confidence: 99%

Towards a hybrid model? A systematic review of human resource management research on Chinese state-owned enterprises (1993–2017)

Xiao

Cooke

2019

The International Journal of Human Resource Management

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Over the past two decades, there has been a proliferation of research on human resource management (HRM) in Chinese state-owned enterprises (SOEs) as a result of the wide-reaching state-sector reform of the late 1980s. This article aims to provide a systematic review of literature on this topic and capture the nature of HRM in Chinese SOEs, both in research and practice. The article draws on 178 studies from 43 English academic journals over a period of 25 years (1993-2017). In analysing this literature and by taking stock of theoretical frameworks, research methods, themes and analysis of academic articles in this area, we have gained a number of insights. The study has found that the research methods used have shifted from qualitative and interpretive methodology toward quantitative and sophisticated modelling. A further insight is that there has been a relatively heavy reliance on institutional theory in the earlier studies reviewed, and since then a switch towards organizational behaviour perspectives. The level of analysis has moved from macro to micro level and thematic foci have become more diverse and complex. We highlight a number of avenues, theoretical and empirical, for future studies in this field.

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Section: Institutional Theory: Its Previous Dominance and Current Fadmentioning

confidence: 99%

Towards a hybrid model? A systematic review of human resource management research on Chinese state-owned enterprises (1993–2017)

Xiao

Cooke

2019

The International Journal of Human Resource Management

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“…However, despite the importance of IM to leaders, extant literature investigating leader IM is fragmented. IM has been examined within different types of leadership including charismatic leadership (Sosik, Avolio & Jung, 2002), transformational leadership (Gardner & Cleavenger, 1999), the romanticism of leadership (Gray & Densten, 2007), and leader-member exchange relationships (Zhang, Deng, Zhang, & Hu, 2016). IM also has been examined at different levels of leadership including CEO IM (Westphal & Graebner, 2010) and manager IM (Fisk & Friesen, 2012).…”

Section: Chapter 1 -A Typology and Model Of Leader Impression Managementmentioning

confidence: 99%

Acting with the best of intentions… or not: A typology and model of impression management in leadership

Peck

Hogue

2018

The Leadership Quarterly

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Followers accept influence when target leaders meet their perception of what it means to be a leader. Impression management (IM) is an important means of influencing these perceptions. However, extant literature on leader IM is fragmented and lacks a clear explanation of how the influence process occurs. I unify the literature in this area by creating a multidimensional typology and multi-level model of IM in leadership. I examine the multidimensional nature of IM as composed of information processing, communicative, and goaldirected components, creating eight IM archetypes. Further, I develop an instrument used in experimental studies to test the IM model within transformational leadership theory, highlighting followers' cognitive categorization processes and testing how the addition of a moderator, ethical work climate (EWC), impacts causal predictions from the model. Across two empirical studies, I find that authentic IM behavior leads to greater transformational leadership perceptions (TL perceptions) than inauthentic and pro-social IM behavior leads to greater TL perceptions than pro-self. There is no significant difference between automatic and controlled IM behavior and TL perceptions. Also, an EWC strengthens the positive effects of authentic communication on TL perceptions. Finally, I provide a cognitive explanation for the IM influence process by showing that certain IM behaviors are implicitly associated with transformational leader behaviors. I integrate my results within existing literature and explain how the model can be used in future research.

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“…Additionally, Zhang et al. () developed a scale of SSG motive that has four types of overall motive for building SSG, including career advancement, team concern, personal life, and impression management.…”

Section: The Relationship Between Ssg and Cronyismmentioning

confidence: 99%

“…Supervisors' motives for building SSG mainly revolved around organizational concerns such as team cohesion, organizational goal achievement, team performance (80% of respondents), and job concern (56.4% of respondents). Additionally, Zhang et al (2016) developed a scale of SSG motive that has four types of overall motive for building SSG, including career advancement, team concern, personal life, and impression management.…”

Section: The Relationship Between Ssg and Cronyismmentioning

confidence: 99%

Leader–follower guanxi: an invisible hand of cronyism in Chinese management

Zhang

Gill

2018

Asia Pac J Human Res

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Guanxi social networks are part of the fabric of Chinese society and central to every aspect of Chinese life including work. The relationship between guanxi and cronyism has been researched and discussed by scholars in supervisor–subordinate guanxi (SSG) studies. However, SSG cannot explain the full extent of cronyism in Chinese management, which usually encompasses a network of actors including a supervisor, a subordinate, a third party (called ‘leader’) who has a higher ranking than a subordinate, and possibly an intermediary between a leader and a supervisor in the same organization. Consequently, this paper develops a new construct leader–follower guanxi (LFG) to explain cronyism in Chinese management. LFG is defined as the existence of direct particularistic (ingroup) ties associated with a particular set of differentiated behavioral obligations based on social norms between a leader and a follower in the same organization. We examine the relationship between LFG and cronyism in Chinese organizations and propose that LFG will be positively associated with cronyism. We then use Chinese ‘face’ theory (mianzi and lian) to illustrate how LFG engenders cronyism in Chinese management. We assert that LFG serves as an invisible hand of cronyism in Chinese organizations. Finally, we consider how to develop leadership and HR practices that prevent cronyism in Chinese organizations.

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

Cited by 47 publications

References 77 publications

Towards a hybrid model? A systematic review of human resource management research on Chinese state-owned enterprises (1993–2017)

Towards a hybrid model? A systematic review of human resource management research on Chinese state-owned enterprises (1993–2017)

Acting with the best of intentions… or not: A typology and model of impression management in leadership

Leader–follower guanxi: an invisible hand of cronyism in Chinese management

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