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Please use this identifier to cite or link to this item: http://hdl.handle.net/2381/10412

Title: Good guanxi and bad guanxi: Western bankers and the role of network practices in institutional change in China
Authors: Nolan, Jane P.
Issue Date: 26-Sep-2011
Publisher: Routledge
Citation: International Journal of Human Resource Management, 2011, 22 (16), pp. 3357-3372 (15)
Abstract: There is an assumption in some neo-institutional theories of organization that China's integration into the global economy will inevitably lead to a reduction in the influence of guanxi on business practices. Drawing on in-depth qualitative interviews, the study shows that while the network practices of many Western managers may contribute to the adoption of international business norms in China, there is another group of managers who make significant adjustments to local conditions and, contrary to the assumptions of neo-institutional theory, actually engage in strategies, which reinforce some of the existing evasive practices sometimes associated with guanxi. This dichotomy is guided by a process of `bricolage', where managers creatively re-interpret the norms of the local context to justify their actions. This observation tempers the proposition that the influence of guanxi will decrease as China moves closer to a form of rational-bureaucratic labour market organization and human resource management. It is argued that the `discourse', which expatriate managers developed around guanxi, is an example of organizational myth-making which is, in itself, an important part of the process of bricolage. It is important therefore not to overlook the role which external forces, such as expatriate managers, can play in re-defining the role of guanxi in China's urban economy.
DOI Link: 10.1080/09585192.2011.586869
ISSN: 0958-5192
eISSN: 1466-4399
Links: http://www.tandfonline.com/openurl?genre=article&a(...)
http://hdl.handle.net/2381/10412
Version: Post-print
Status: Peer-reviewed
Type: Journal Article
Rights: © 2011 Taylor & Francis. Deposited with reference to the publisher's archiving policy available on the SHERPA/RoMEO website. This is an electronic version of an article published in International Journal of Human Resource Management, 2011, 22 (16), pp. 3357-3372 (15). International Journal of Human Resource Management is available online at: http://www.tandfonline.com/openurl?genre=article&issn=0958-5192&date=2011&volume=22&issue=16&spage=3357
Appears in Collections:Published Articles, Centre for Labour Market Studies

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