When Brokers May Not Work: The Cultural Contingency of Social Capital in Chinese High-tech Firms

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SSCI Scopus FT ABDC-A*

Abstract

In　this　paper,　we　bring　structural　holes　theory　to　different　cultural　contexts　by　studying　the　effect　of　structural　holes　in　four　high-tech　companies　in　China　and　assessing　whether　they　confer　the　benefits　to　individuals　occupying　the　brokering　position　in　a　career　network　that　have　been　found　in　Western　contexts.　On　the　level　of　national　culture,　we　propose　that　the　typical　collectivistic　culture　of　China　will　dampen　the　effects　of　structural　holes.　On　the　organizational　level,　we　propose　that　in　organizations　that　foster　a　high-commitment　culture—a　culture　that　emphasizes　mutual　investment　between　people—the　control　benefits　of　structural　holes　are　dissonant　with　the　dominant　spirit　of　cooperation,　and　the　information　benefits　of　structural　holes　cannot　materialize　due　to　the　communal-sharing　values　in　such　organizations.　Empirical　results　of　network　surveys　confirm　our　hypotheses,　and　interview　data　add　depth　to　our　explanations.　Brokers　do　not　fit　with　the　collectivistic　values　of　China.　Further,　the　more　an　organization　possesses　a　clan-like,　high-commitment　culture,　the　more　detrimental　are　structural　holes　for　employees＇　career　achievements　such　as　salary　or　bonus,　even　after　controlling　for　a　host　of　other　factors　that　may　influence　these　career　outcomes.　In　high　commitment　organizations,　the　“integrators”　who　bring　people　together　to　fill　structural　holes　enjoy　greater　career　benefits.

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