Abstract
This paper explores the trickle-down effects of two kinds of supervisor–subordinate guanxi violations (instrumental and socio-emotional) beyond the dyad in Mainland China. The results showed that relative to a situation of no violation, both instrumental and socio-emotional supervisor–subordinate guanxi violations were associated with poorer job performance, more organizational retaliatory behavior, and stronger work–family conflict. Furthermore, organizational commitment mediated differently the relationships between the two kinds of supervisor–subordinate guanxi violations and relevant outcomes. We show that supervisor–subordinate guanxi violations can exert influences on subordinates in the work context and beyond, based on the trickle-down model.
Published Version
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