Putting non-work ties to work: The case of guanxi in supervisor–subordinate relationships ☆
Putting non-work ties to work: The case of guanxi in supervisor–subordinate relationships ☆
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DOI：
10.1016/j.leaqua.2014.04.008
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发表时间：
2015-02
影响因子：
7.5
通讯作者：
Xin‐an Zhang;Ning Li;T. B. Harris
中科院分区：
文献类型：
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作者：
Xin‐an Zhang;Ning Li;T. B. Harris
传统的基于西方的上下级关系理论倾向于关注工作领域的社会交换，而忽略了私人领域中发生的潜在交换。然而，在许多情况下，特别是在缺乏强有力的官僚工作结构的转型经济体（例如，中国、巴西），在这些国家，工作领域之外的个人交流是工作场所至关重要的纽带。其中一个例子是中国本土的关系概念，它抓住了主管和下属之间的个人联系，并作为下属的保护机制和主管的忠诚诱导剂。我们使用281个来自中国的主管-下属对，探讨了一个重要的前因和后果的关系，同时控制的平行过程的传统工作为重点的结构领导-成员交换（LMX）。结果表明，虽然关系和LMX都介导了前摄人格对亲和性组织公民行为的影响（即，人际促进），关系与挑战性组织公民行为（即，LMX与任务绩效的相关性更强。
Traditional Western-based theories of supervisor–subordinate relationships tend to focus on social exchanges in the work domain while omitting potential exchanges that occur in the private domain. However, there are many contexts, particularly in transitional economies lacking strong bureaucratic work structures (e.g., China, Brazil), where personal exchanges outside of the work domain serve as a critical, binding fabric in the workplace. One such example is the indigenous Chinese concept of guanxi, which captures the personal ties between supervisors and subordinates and operates as a protective mechanism for subordinates and a loyalty-inducing agent for supervisors. Using 281 supervisor–subordinate dyads from China, we explored an important antecedent and consequences of guanxi while controlling for the parallel process of the traditionally work-focused construct leader-member exchange (LMX). Results suggest that although both guanxi and LMX mediate the effects of proactive personality on affiliative OCB (i.e., interpersonal facilitation), guanxi is more strongly related to challenging OCB (i.e., taking charge) and LMX is more strongly related to task performance.