On the Intricacies of the Chinese Guanxi: A Process Model of Guanxi Development

By Xiao-Ping Chen, Chao C. Chen. 2004

1,062 citations recorded by the source corpus.

Subfields: Communication, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ab7ffcd5512ca6f171eaf83f356ad35b0dc57366

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. T. Judge
2. Dean Tjosvold
3. Jane K. Miller
4. Chun Guo
5. Roy Y J Chua
6. Paul Ingram
7. En Xie
8. Dorothy Yen

In Management of Technology and Innovation

1. T. Judge
2. Dean Tjosvold
3. Jane K. Miller
4. Chun Guo
5. Roy Y J Chua
6. Paul Ingram
7. En Xie
8. Dorothy Yen

In Strategy and Management

1. En Xie
2. Zhongfeng Su
3. Y. Zhang
4. Dong Wang
5. Haiyang Li
6. Aichia Chuang
7. Yu Li
8. Li-an Zhou

Citations in the corpus

• Guanxi vs networking: Distinctive configurations of affect- and cognition-based trust in the networks of Chinese vs American managers (2009, background): “Interestingly, this distinction between affect- and cognition-based trust is also acknowledged in traditional Chinese discourse about trust ( Chen & Chen, 2004 ).”
• Cross-national differences in cooperative decision-making in mixed-motive business contexts: the mediating effect of vertical and horizontal individualism (2005, background): “First, the number of compatriots in a foreign country is usually few, and some guanxi bases (for a review, see Chen and Chen, 2004 ) might be discovered after some interactions.”
• Does West “Fit” with East? In Search of a Chinese Model of Person–Environment Fit (2015, background): “Specifically, when “enacting reciprocity,” informants observed unselfish sharing, unsolicited help, prompt responses, or shared workplace objectives in their teams, all of which provided evidence of reciprocity as recognized in Chinese society (Chen & Chen, 2004; Hwang, 1987; Yang, 1995).”
• Guanxi Dynamics and Entrepreneurial Firm Creation and Development in China (2010, methodology): “Although not specifically focusing on the entrepreneurial context, Chen and Chen (2004) propose a process model in which the development of a dyadic guanxi tie goes through three major steps – initiating, building, and using guanxi.”
• Entrepreneurial Orientation, Managerial Networking, and New Venture Performance in China (2015, background): “And during this process, firms need to spend considerable time, resources, and effort on cultivating connections with government officials and agencies (Chen and Chen 2004; Huang 2008; Li and Zhang 2007).”
• Supervisor–Subordinate Guanxi: Developing a Three-Dimensional Model and Scale (2009, neutral): “Among these, only norms for friends are not subject to authority differentiation (Chen & Chen, 2004).”
• Guanxi and leader member relationships between American managers and Chinese employees: open-minded dialogue as mediator (2007, methodology): “Personal guanxi is like a private channel through which people communicate and exchange ( ChenC Hackley & Dong, 2001).”
• How Distinctive Are Indigenous Ways of Achieving Influence? A Comparative Study of Guanxi, Wasta, Jeitinho, and “Pulling Strings” (2012, background): “X. P. Chen and Chen (2004) describe it as “an indigenous Chinese construct . . . defined as an informal particularistic personal connection between two individuals who are bounded by an implicit psychological contract to follow the norm of guanxi, such as maintaining a long-term relationship,…”
• Cooperative and Competitive Orientation among Chinese People: Scale Development and Validation (2011, background): “This could lead to forming affective bonds and enhancing harmony among group members (Chen & Chen, 2004; Hwang, 1987; Shore, Coyle-Shapiro, Chen, & Tetrick, 2009).”