Guanxi and professional conduct in China: A management development perspective

Abstract

This paper explores guanxi within the context of "ethical" behaviour. It was found that guanxi exerted a strong influence on our sample, with the exception of the necessity to lend money. As well, there appeared to be a significant minority of respondents who would behave unethically to preserve group solidarity. It was suggested that a modified version of the Belcourt, Wright and Saks (2000) management development model would be a useful tool in the development of modified coaching processes for use in authoritarian cultures.