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Chen XP, Ren H. Indirect cronyism and its underlying exchange logic: How managers’ particularism orientation and the third Party’s hierarchical power strengthen its existence. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES 2023. [DOI: 10.1016/j.obhdp.2023.104234] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 02/23/2023]
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Zhou J, Qin R, Wang X, Wang S. Does directors’ innovation experience promote firm innovation? Evidence from China. KNOWLEDGE MANAGEMENT RESEARCH & PRACTICE 2021. [DOI: 10.1080/14778238.2021.1932624] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
Affiliation(s)
- Jian Zhou
- Business School, Nankai University, Tianjin, 300071, China
- China Academy of Corporate Governance, Nankai University, Tianjin, 300071, China
- Department of Economics and Management, Nankai University Binhai College, Tianjin, 300270, China
- Collaborative Innovation Center of Socialism Construction, Nankai University, Tianjin, 300071, China
| | - Rong Qin
- Business School, Nankai University, Tianjin, 300071, China
- China Academy of Corporate Governance, Nankai University, Tianjin, 300071, China
- Collaborative Innovation Center of Socialism Construction, Nankai University, Tianjin, 300071, China
| | - Xin Wang
- Business School, Nankai University, Tianjin, 300071, China
- China Academy of Corporate Governance, Nankai University, Tianjin, 300071, China
- Collaborative Innovation Center of Socialism Construction, Nankai University, Tianjin, 300071, China
| | - Shunhao Wang
- Business School, Nankai University, Tianjin, 300071, China
- China Academy of Corporate Governance, Nankai University, Tianjin, 300071, China
- Collaborative Innovation Center of Socialism Construction, Nankai University, Tianjin, 300071, China
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Informal Networks: Dark Sides, Bright Sides, and Unexplored Dimensions. MANAGEMENT AND ORGANIZATION REVIEW 2020. [DOI: 10.1017/mor.2020.28] [Citation(s) in RCA: 24] [Impact Index Per Article: 4.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 02/03/2023]
Abstract
AbstractInformal networking can be seen as a positive activity with beneficial outcomes for individuals, firms, and society as a whole, but informal networking can also lead to collusion, cliques, nepotism, and other forms of unethical or corrupt conduct – largely related to research on emerging markets. To date, the construction of informal networks and their cultural intertwinement and development have not been a focus of international management and organization studies, a gap that this special issue seeks to address. This special issue contributes to a better understanding of the dynamics of informal networks and their ambivalence, in which the same networks have different modes of operation and have positive and negative sides intermittently or simultaneously. We demonstrate the context in which informal networks operate, highlight their complexity, and encourage dialogue among scholars studying informal networks in a variety of countries. Using a context-based and comparative perspective allows us to conceptualize informal networks in a more integrated and balanced way. Understanding the workings of informal networking – known variously asguanxi, yongo, jentinho, wasta,andblat– in culturally specific settings, places Western values, social structures, and ideals of behavior in perspective and tests Western-centered assumptions, narratives, and theories. Because informal networking is a conventional way of conducting business in many countries, as depicted in this special issue, defining the bright (positive) and the dark (negative) sides of informal networks is critical for responsible management and business success at multinational corporations.
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