Shuang Ren, Zhining Wang, Muhammad Usman, D. Chadee
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引用次数: 0
Abstract
PurposeThis paper develops and tests a theoretical framework to explain the effect of guanxi human resource management (HRM), a unique Chinese cultural phenomenon, on employee innovative behavior.Design/methodology/approachWe draw from a sample of 398 employees in 81 teams and test the moderated mediation model using multi-level modeling.FindingsThe results show that guanxi HRM can be perceived by employees as being simultaneously an unethical hindrance that stifles innovative behavior and a strategic challenge that is beneficial for innovative behavior. In addition, the results show that these indirect effects are contingent upon the strength of guanxi HRM.Originality/valueThe study advances our understanding of the mechanism and boundary condition underlying the double-edged nature of guanxi HRM practices.
期刊介绍：
Personnel Review (PR) publishes rigorous, well written articles from a range of theoretical and methodological traditions. We value articles that have high originality and that engage with contemporary challenges to human resource management theory, policy and practice development. Research that highlights innovation and emerging issues in the field, and the medium- to long-term impact of HRM policy and practice, is especially welcome.
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