Are indigenous approaches to achieving influence in business organizations distinctive? A comparative study of guanxi, wasta, jeitinho, svyazi and pulling strings

Peter B. Smith, Claudio Torres, Chan-Hoong Leong, Pawan Budhwar, Mustafa Achoui, Nadezhda Lebedeva

Research output: Contribution to journalArticle

Abstract

Managers in five nations rated scenarios exemplifying indigenous forms of informal influence whose cultural origins were concealed. Locally generated scenarios illustrated episodes of guanxi, wasta, jeitinho, svyazi and pulling strings. Local scenarios were judged representative of local influence processes but so too were some scenarios derived from other contexts. Furthermore, many scenarios were rated as more typical in non-local contexts. While these influence processes are found to be widely disseminated, they occur more frequently in contexts characterized by high self-enhancement values, low self-transcendence values and high endorsement of business corruptibility. Implications for a fuller understanding of local business practices are discussed. © 2012 Copyright Taylor and Francis Group, LLC.

Original languageEnglish
Pages (from-to)333-348
Number of pages16
JournalInternational Journal of Human Resource Management
Volume23
Issue number2
Early online date7 Jul 2011
DOIs
Publication statusPublished - Jan 2012

Keywords

  • cross-cultural
  • guanxi
  • influence
  • leadership
  • wasta

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