This research is established in Chinese context, and by measuring a sample of 315 employees from Chinese enterprises, it attempts to examine the impacts of communication openness on organizational commitment and the mediating effects of leader-member exchange and Guanxi in this process. Also, we explore the impacts of age, education, position level on these variables. The main findings are shown as follows. Firstly, communication openness is significantly related to LMX,guanxi and organizational commitment. Secondly, guanxi fully mediates the relationship between communication openness and organizational commitment. Thirdly, LMX doesn't mediate the relationship between communication openness and organizational commitment directly. This research finds that personal guanxi between supervisor and subordinate plays an important role in Chinese enterprises, and the suggestions for Chinese enterprises from the result are as follows. Chinese enterprises should build effective formal communication networks to ensure that any information can transmit without obstacle. Supervisors should be more open to subordinates, especially strengthen the initiative of communication. In addition to formal LMX, supervisors need to keep good personal guanxi with subordinates, and spend time caring them to win subordinates' commitment, thus increase employees' organizational commitment.%对315位中国企业的员工进行测试,探讨沟通开放性对组织承诺的影响以及领导-成员交换和"关系"在此过程中的中介作用,并考察年龄、学历、职位级别等个人特征对各变量的影响.研究结论表明:①组织中沟通开放性对员工组织承诺有正向的影响;②沟通开放性对领导-成员交换和上下级"关系"均有正向的影响;③"关系"在沟通开放性与员工组织承诺的关系中起完全中介作用;④领导-成员交换不直接在沟通开放性与员工组织承诺的关系中起中介作用.在此基础上对中国企业提出有关建议:建立良性的正式沟通网络,保证各种信息能顺利进行传递;上级要对下属更加开放;上级要与下级保持良好的个人"关系",以获得下属的忠诚,以增强员工的组织承诺.
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