Guanxi and the realities of career development: a Chinese perspective

Understanding and utilizing guanxi presents a continuing challenge for western firms in China. This article reviews current research, highlighting two different types of guanxi : person‐to‐person and firm‐to‐firm. Based on interviews with 43 Chinese managers, it is suggested that firm‐to‐firm guanxi may be the more valuable to western companies, as most expatriate managers are sojourners, destined to stay only a relatively short time in China. The ramifications for career planning are discussed within the context of a model that illustrates how firm‐to‐firm guanxi can be created.