Paper Number
ICIS2025-2396
Paper Type
Short
Abstract
Digital transformation often presents implementation difficulties that extend beyond technological constraints to encompass intricate relational and organisational dynamics. In the Chinese context, such dynamics are shaped by guanxi, a culturally embedded system of social ties characterised by trust, reciprocity, and long-term obligation. This ongoing study examines how digital leaders cultivate and mobilise guanxi to navigate challenges associated with DT initiatives. Employing an exploratory qualitative study approach, we draw on interview data collected from six senior digital leaders in five large Chinese organisations undergoing DT across various industry sectors. We develop a process model that conceptualises DT as a cyclical, multi-phased process in which guanxi practices enable digital leaders to navigate phase-specific challenges while also informing contextually aligned leadership approaches. This study offers a contextually grounded understanding of digital leadership by theorising guanxi as a dynamic relational capability embedded in DT processes.
Recommended Citation
Hong, Jingzhu; Davison, Robert M.; Ng, Evelyn; Wong, Louie; and Tan, Barney, "Digital Leadership in Motion: Guanxi Practices in Chinese Digital Transformation" (2025). ICIS 2025 Proceedings. 16.
https://aisel.aisnet.org/icis2025/digitstrategy/digitstrategy/16
Digital Leadership in Motion: Guanxi Practices in Chinese Digital Transformation
Digital transformation often presents implementation difficulties that extend beyond technological constraints to encompass intricate relational and organisational dynamics. In the Chinese context, such dynamics are shaped by guanxi, a culturally embedded system of social ties characterised by trust, reciprocity, and long-term obligation. This ongoing study examines how digital leaders cultivate and mobilise guanxi to navigate challenges associated with DT initiatives. Employing an exploratory qualitative study approach, we draw on interview data collected from six senior digital leaders in five large Chinese organisations undergoing DT across various industry sectors. We develop a process model that conceptualises DT as a cyclical, multi-phased process in which guanxi practices enable digital leaders to navigate phase-specific challenges while also informing contextually aligned leadership approaches. This study offers a contextually grounded understanding of digital leadership by theorising guanxi as a dynamic relational capability embedded in DT processes.
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