We conducted two major research projects that involved interviewing 42 Chinese leaders working in small and medium enterprises and multi-billion-dollar financial services companies in Shanghai and Beijing, China. We found that guanxi (informal and personal connections) can help gain access and build trust with Chinese leaders in these organisations. Interviewing is an inherently interactive process so it is essential to draw clues from interviewees and gauge early the atmosphere and adjust one’s behaviour accordingly. We suggest three stages of interviewing Chinese leaders to consider: exploring, engaging, and reflecting.
We found WeChat helpful in preparing for interviews and establishing guanxi because WeChat posts informed us of their philosophy and leadership style and the ongoing status of their organisations.
With the exploring stage, guanxi is a valuable
