The guanxi ties of managers in mainland China : a critical analysis based on gender

Abstract

Purpose Inadequate social networks are often seen as an explanation of the under-representation of women in management. Networks contain culture-specific features, as in China where the term guanxi is used, defined as a shared common identification held by two or more individuals (Jacobs, 1979). In several studies, guanxi has been found to relate positively to success at work both for the individual and the organization, but little is known about it from gender and career perspectives. Referring especially to the earlier studies by Chow and Ng (2004), the purpose of this paper is to address the meaning of guanxi networks for top women IT managers in mainland China.

Design/methodology/approach The authors collected data from 21 women managers in mainland China, using a questionnaire about the composition and structure of their core guanxi networks and face-to-face interviews which allowed ample opportunity to elaborate the participants’ responses to items included in the questionnaire and their perspectives to using guanxi in general. The authors used both data in an interpretive analysis.

Findings It was found that: there is a significant effect of female-to-male dyads concerning power and work-related guanxi bases, such as influence; there is a significant effect of female-to-female dyads concerning questions of private life and crisis, and women IT managers have a relatively limited guanxi base. The findings of this paper support Ibarra’s (1993) suggestion that a common strategy for women is to use and develop a functionally differentiated network. Based on findings, the authors further suggest that in building a successful managerial career, women managers in China need to reflect their gender, be gender-sensitive in building up their networks and stay incorporated at the core networks in the organization whatever gender they represent. They also suggest that because networks are dependent on culturally bound definitions (like guanxi), even the guanxi practices may vary locally in different parts of China.

Research limitations/implications Women managers are important role models for younger female candidates and the possibility to close connections with them is relevant. Because networks are dependent on culturally bound definitions (like guanxi), even the guanxi practices may vary locally in different parts of China. For further studies, the authors suggest to focus on the consequences of guanxi practice limitations to women managers’ careers, especially from the perspective of private life responsibilities and the possible problematic nature of power ties between the gender(s).

Originality/value Even if working life is becoming more and more global, the local and culture-based nature of networking remains. This paper contributes on the extensive research on social networking practices in China, often described in terms of guanxi, which has seldom been investigated using critical gender perspective.