Ties that bind or blind? Guanxi’s hidden impact on technological opportunism in China’s B2B electric vehicle networks
Jianing Wang, Xin LiuPurpose
This study aims to investigate the tension between internal strategic agility and external relational structures in high-velocity industrial markets. Specifically, it examines the dynamics between technological opportunism and Guanxi (inter-organizational B2B relationships) within China’s electric vehicle (EV) industry. While technological opportunism is vital for B2B competitiveness, its effectiveness may be contingent upon the interpersonal-Guanxi and government−firm Guanxi. Drawing on the resource-based view, this paper explores: whether Guanxi facilitate or inhibit the translation of technological opportunism into performance, and the mediating role of management capability in this dynamic B2B setting.
Design/methodology/approach
This study uses empirical data collected via a survey of 222 middle-to-senior managers from 20 EV manufacturers and suppliers in China. Structural equation modeling is used to analyze the mediating effect of management capability and the moderating effects of two types of B2B relational networks: interpersonal Guanxi and government−firm Guanxi.
Findings
The results indicate that technological opportunism drives B2B performance, with which mediated by management capability. Crucially regarding the B2B interface, interpersonal Guanxi negatively moderates this relationship. This suggests that in rapidly evolving industrial networks, excessive reliance on personal ties can become “ties that blind,” creating structural rigidity that weakens the strategic advantages of technological agility. Conversely, government−firm Guanxi shows no significant moderating effect.
Originality/value
This research contributes to B2B marketing literature by empirically testing the “dark side” of relational embeddedness. It offers novel insights into how specific B2B network structures (interpersonal vs institutional) interact with technological opportunism. By situating these dynamics in the Chinese EV context, the study provides a valuable framework of comparing how relational networks can paradoxically serve as both a resource and a constraint in other technology-intensive industrial markets.