Is relational crafting always beneficial? Despite the increasing research on the positive outcomes of relational crafting, some evidence still indicates its dysfunctional consequences. The current study proposed a double-edged sword effect of relational crafting on job well-being, including work dynamics and emotional exhaustion, with an integrative perspective from the resource loss and resource acquisition perspectives based on the job demands-resources model and the conservation of resources theory. By conducting a two-stage questionnaire survey on 323 employees, the results demonstrate that: On (...) the one hand, relational crafting induces emotional exhaustion through increased work load; On the other hand, relational crafting also displays positive effect on increasing work dynamics and decreasing emotional exhaustion by fostering supervisor-subordinate guanxi. By analyzing the double-edged sword effect of subordinates’ relational crafting on job well-being from the two processes of resource loss and resource acquisition effects, a more complete influencing mechanism between relational crafting and job well-being is constructed, which improves the understanding of relational crafting, enriches the literature on proactive behavior and provides a more integrated theoretical basis for researchers and managers. (shrink)

The importance of personal connections and relationships, or guanxi when doing business with the Chinese is widely acknowledged amongst Western academics and business managers alike. However, aspects of guanxi-rehted behaviours in the workplace are often misunderstood by Westerners with some going so far as to equate guanxi with forms of corruption. This study extends earlier study of Tan and Snell: 2002, Journal of Business Ethics 41 (December), 361-384) in its investigation of the underlying modes of moral reasoning in ethical decisions (...) relating to aspects of guanxi, amongst Hong Kong managers. Managers' ethical judgements and underlying moral reasoning relating to a series of guanxi related behaviours were recorded. Content analysis yielded categories that correspond with categories of moral reasoning described in Kohlberg's (1969, Handbook of Socialization Theory and Research, Rand McNally, Chicago, pp. 347-480) model. As hypothesised, it was found that harsher ethical evaluations of guanxi-vehted behaviours were positively correlated with the stage of moral reasoning. The most common types of reasoning were those corresponding to Kohlberg's stages four and five which relate to moral reasoning based on law and order, and on reason rather than emotion. Stage 6, concerned with more universalistic approaches to moral reasoning, was utilised considerably less, consistent with popularly held beliefs of the relativistic nature of Chinese ethics. (shrink)

In this article, we investigate the resource-based mechanism underlying the relationship between political skill and salespersons’ work outcomes. Specifically, we propose that political skill influences salespersons’ sales performance and job satisfaction through organizational resources and salesperson–customer guanxi, which serve as their internal and external resources. To examine our model, we collected data from 203 salespersons working at a large financial services institution in China. The findings reveal that both access to resources and build-up of s–c guanxi mediate the effect of (...) political skill on salespersons’ work outcomes. Moreover, access to resources and build-up of s–c guanxi interact to predict salespersons’ sales performance and job satisfaction. Implications and future research directions are discussed. (shrink)

In light of the considerable disparity in the thinking patterns between Western and Chinese societies, this study seeks to develop a better comprehension of the influences of traditional Chinese cultural elements on knowledge management practices within contemporary Taiwanese society. To this end, the research draws on the concepts of “guanxi” based on the embeddedness theory concept through the lens of employees’ happiness. A qualitative case study was conducted within a virtual team ), and data were collected from both observations and (...) 36 interviewees. Based on the resulting analysis, the findings show that individuals’ knowledge-sharing behavior results from a complex interplay of a sense of well-being, guanxi, and the Chinese culture rooted within such organizations. The study provides a significant insight into the cultural implications of KM strategies and offers valuable advice for knowledge managers within the context of Taiwanese society. (shrink)

Recent studies have documented the relationship of leadership behavior with employee performance and workplace behaviors. Yet, little attention has been directed at the impact of leadership behavior on the aspects of workplace behaviors such as value congruence and relationship conflict. The goal of this study is to examine the influence of leader-member exchange (LMX) regarding the outcomes of relationship conflict, organizational commitment, and citizenship behavior among employees with value congruence as a moderator. Data was collected using an online questionnaire with (...) a total of 429 valid responses. The results of our study showed that relationship conflict had a mediating effect between LMX and organizational commitment. Employees working with supportive supervisors had relatively good relationships with coworkers as well. The research results of this study offer significant findings for the meaning of leadership behavior in the Chinese culture. Discussion focusing on the influence of collectivism culture and the forces in reshaping Taiwan’s culture is also included. (shrink)

This study examines the impact of various ethical climate types and job satisfaction on organizational commitment of 144 employees working at a Chinese private construction company. Both caring and independence climate types had a significant positive impact on organizational commitment. Instrumental climate had a significant negative impact on organizational commitment. Other climate types (professional, rules, and efficiency) had no significant impact on organizational commitment. Overall job satisfaction had a significant positive impact on organizational commitment. Overclaiming was significantly correlated with organizational (...) commitment, caring climate, rules climate, and job satisfaction. (shrink)

This article investigates the effects of perceived supervisor support on ethical and unethical employee behavior using a multi-method approach. Specifically, we test the mediating mechanism and a boundary condition that moderate the relationship between support and ethical employee behaviors. We find that supervisor-based self-esteem fully mediates the relationship between supervisor support and ethical employee behavior and that employee task satisfaction intensifies the relationship between supervisor support and supervisor-based self-esteem.

This study aims to explore the role of informal leader–member interactions in managing counterproductive work behavior in a non-Western context. We propose that under the Chinese background, guanxi with supervisor increases employees’ job satisfaction, which further reduces their CWB. Partial least square structural equation modeling with a sample of 272 Chinese employees confirms this mediating effect of job satisfaction. However, we also find that job satisfaction passes the effect of guanxi with supervisor on to CWB targeting people, but not to (...) CWB targeting the organization. Implications for research on CWB and guanxi with supervisor are discussed. (shrink)

This paper examines dispositional sources of workplace guanxi and the mediating role of workplace guanxi on the affectivity and job satisfaction relationship. Data were collected from 808 respondents in multiple industries in a city in China’s northeast. The study found that both positive affectivity and negative affectivity have an effect on supervisor–subordinate guanxi and co-worker guanxi, which supports the proposition that workplace guanxi has a dispositional source. Supervisor–subordinate guanxi has a positive relationship with job satisfaction, although co-worker guanxi is not (...) significantly related to job satisfaction. The research also found a mediating role of supervisor–subordinate guanxi on the affectivity and job satisfaction relationship, which suggests that supervisor–subordinate guanxi can extend the influence of affectivity to job satisfaction. Taken together, these results suggest that in a high power distance country such as China, supervisor–subordinate guanxi plays a more important role than co-worker guanxi in influencing job satisfaction. Theoretically, this study suggests the as yet unexplored possibility of dispositional antecedents of workplace guanxi and the role of workplace guanxi on the relationship between dispositions and workplace attitudes such as job satisfaction. (shrink)

In the People’s Republic of China (PRC), we investigated the relationships between supervisor–subordinate guanxi and trust in supervisor in firms with different types of ownership from both supervisor and subordinate’s sides. Utilising a qualitative approach, the findings of this study showed there was a direct relationship of superior–subordinate guanxi on trust in supervisor. The findings were discussed in the theoretical context of—social exchange theory, social identity theory and the theory of reasoned action as the theoretical foundations on the relationships between (...) superior–subordinate guanxi and trust in supervisor. (shrink)

Despite the growing number of studies on supervisor–subordinate guanxi in Chinese society, there is a paucity of research on its antecedents. The purpose of this study was to determine Chinese people’s motives for building supervisor–subordinate guanxi. We interviewed 60 Chinese employees and found evidence that most of the respondents attached importance to building supervisor–subordinate guanxi. Their motives for building this guanxi spanned a wide range of issues, from personal benefits to other-oriented and organizational concerns. From the data we collected, we (...) developed a preliminary model of the decision to build supervisor–subordinate guanxi. (shrink)

Studies have shown that narcissistic individuals are more likely to become leaders in uncertain situations, while few studies paid attention to the relational mechanism, linking a narcissistic leader with subordinates and team attitudes and behaviors. Based on the “guanxi” and dominance complementarity theory, we examined the influencing mechanism of narcissistic leaders on subordinates and team followership. Two-wave data collected from 326 employees in the manufacturing and technology industry in China supported our hypothesized model. We have found that narcissistic leaders have (...) a negative impact on followership and TF of subordinates; Supervisor–subordinate guanxi and team leadership relationship identity play a partial mediating role between narcissistic leadership and subordinates and team followership. Furthermore, individual and team values play a moderating role in the process of influencing a mechanism. In other words, the higher the individual tradition and team power distance, the less negative impact of leader narcissism on SSG and team leadership relationship identity. Theoretical and practical implications are discussed. We also offer several promising directions for future research. (shrink)