Guanxi Circles' Effect on Organizational Trust
Bringing Power and Vertical Social Exchanges Into Intraorganizational Network Analysis
Bibliographic Data
| ID | 4866283 |
|---|---|
| Authors | Jar-Der Luo (0000-0002-1387-9849, Tsinghua University, Beijing, China), Meng-Yu Cheng (Feng-Chia University, Taichung City, Taiwan) |
| Year | 2015 |
| Volume | 59 |
| Issue | 8 |
| Pages | 1024-1037 |
| Publication date | 2015-07-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | American Behavioral Scientist (JOURNAL) |
| Journal identifiers | ISSN: 0002-7642 • E-ISSN: 1552-3381 |
| Publisher | SAGE Publications Inc (PUBLISHER) |
| DOI | 10.1177/0002764215580612 |
| OpenAlex | W2166768587 |
| Language | EN |
| Citations received | 3 |
| References cited | 29 |
This article proposes a Chinese network structural phenomenon-the guanxi circle. Parallel to the reasoning of leader-member exchange theory, Chinese leaders categorize their staff members into in-group and out-group members and apply different rules of social exchange to them. In addition, they divide the guanxi circle into core and peripheral members. The latter forms a bridging link keeping the guanxi circle open, and thus maintains room for flexible operations. Five types of workers are identified-a supervisor's core members, peripheral circle members, an informal leader's core members, bridges, and outsiders. We surveyed 354 workers in a Chinese hi-tech company with our data analysis confirming the existence of the five role types. Our analyses illustrate the differences between the roles in terms of organizational trust
Bridging (networking) · Business · Categorization · China · Computer security · Core (optical fiber) · Epistemology · Guanxi · Phenomenon · Political science · Public relations · Social exchange theory · Sociology · Artificial Intelligence · Complex Network Analysis Techniques · Computer Science · Law · Opinion Dynamics and Social Influence · Psychology · Social Capital and Networks · Social Psychology
Social Network Analysis
Structural Holes
Social Capital and Value Creation
The Organizational Trust Inventory (OTI)
Process and Structure in Leader-Member Exchange
Meta-Analytic review of leader–member exchange theory
Leader-Member Exchange Model of Leadership
Social Yet Creative
When Brokers May Not Work
Network Structure and Knowledge Transfer
Class and Committees in a Norwegian Island Parish
From the Soil
Exchange and power in social life
Kinds of Third-Party Effects on Trust
The measurement of organizational commitment
Alternative Ways of Assessing Model Fit
Face and Favor
The Strength of Weak Ties
Uncertainty, Trust, and Commitment Formation in the United States and Japan
| Citations per year | 0.43 |
|---|---|
| Citation span | 2019 - 2023 (5) |
| Highly cited | No |