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Inward−outward guanxi contagion and employees’ responses to managerial guanxi practices

Published online by Cambridge University Press:  21 May 2014

Han Jiang ,
Albert Cannella ,
Lifang Gao  and
Jie Jiao
Han Jiang*
Affiliation:
Fogelman College of Business, Department of Management, University of Memphis, Memphis TN, USA
Albert Cannella
Affiliation:
Fogelman College of Business, Department of Management, University of Memphis, Memphis TN, USA
Lifang Gao
Affiliation:
Fogelman College of Business, Department of Management, University of Memphis, Memphis TN, USA
Jie Jiao
Affiliation:
Fogelman College of Business, Department of Management, University of Memphis, Memphis TN, USA
*
Corresponding author: hjiang37@asu.edu
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Abstract

Our study develops a new conceptual framework in which guanxi practices (managerial use of interpersonal ties to benefit their organizations) are analyzed by their focus (resources flowing inward or resources flowing outward) and their base (familiar – based on friendship ties; or family – based on kinship ties). Using this framework, we highlight the linkage between costs and benefits from using guanxi in Chinese business organizations, and show how the linkage depends on the guanxi base. Finally, we show how guanxi focus and guanxi base importantly affect employee responses to the use of guanxi practices in their organizations.

Keywords

networkscountry or area studiesChinatheoretical perspectivesindigenous knowledgeresearch methodsquantitative methodssurvey studies
Type
Research Article
Information
Journal of Management & Organization , Volume 19 , Issue 5 , September 2013 , pp. 613 - 634
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2013 

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