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2020 | Buch | 1. Auflage

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Huawei Goes Global

Volume I: Made in China for the World

herausgegeben von: Wenxian Zhang, Ilan Alon, Christoph Lattemann

Verlag: Springer International Publishing

Buchreihe : Palgrave Studies of Internationalization in Emerging Markets

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Huawei Goes Global provides a much-needed, comprehensive, and scholarly examination of the business environment and the striving global operations of China’s technology giant. With theoretical research, case studies, data analysis, and empirical studies, this two-volume work tells a fascinating story of internationalization in an emerging economy. As one of the most powerful Chinese companies in the global economy, the largest global telecommunications-equipment producer and a leading consumer-electronics manufacturer, Huawei is a great example of the globalization of the Chinese enterprises in the twenty-first century.

In Volume I, scholars critically examine the rise of Huawei as a Chinese global enterprise from the political economy and public policy perspectives, as well as Huawei’s development strategies, innovations, and talent management. In Volume II, multiple authors carefully study the growth of Huawei from regional and geopolitical perspectives, and its corporate communication and crisis management.

Within the framework of the trade conflicts between China and the US, controversies over economic sanctions, intellectual property disputes, and espionage and cyber security concerns, this groundbreaking work makes an important contribution to both academic literature and the ongoing public discourse on Huawei.

Volume II is available here: https://www.palgrave.com/gp/book/9783030475789

Inhaltsverzeichnis

Frontmatter

1. Introduction

Abstract

Alon and colleagues introduce Volume 1 of 2 edited volumes on Huawei, which is divided into 3 parts consisting of 15 chapters (including introduction and conclusion). Part I introduces Huawei, its growth and role in the global competitive environment of technology and telecommunications. The company has achieved prominence in a relatively short time, and a market share rivaling its major Western counterparts. Part II consists of four chapters with a more micro and meso view of Huawei and its analysis. Most of the chapters link the firm-specific capabilities to the state and its policies. Part III investigates Huawei from within, providing a more micro, fine-grained analysis of the company’s strategies. The chapters particularly pay attention to the innovative, technological, and people dimensions of the company.

Ilan Alon, Wenxian Zhang, Christoph Lattemann

The Political Economy and the Public Policy Perspectives of Huawei’s Globalization

Frontmatter

2. The International Political Economy of Huawei’s Global and Domestic Environment

Abstract

The struggle of Huawei and China with the United States is greatly affected by the nature of the political economy of China’s domestic environment of state capitalism, by the deeply interdependent global system of political economy, and by the political economy of strategic interaction between China and the United States. This chapter examines each environment in terms of effects on Huawei and makes three arguments. First, Huawei succeeds due to the interaction of China’s system of state capitalism with the global system of deep interdependence. Second, the system of deep interdependence is threatened by, but also pushes back against, the U.S. strategy of economic coercion of China. Third, the global environment of deep interdependence will likely cause the United States to fail to change the Chinese system of state capitalism, Huawei will survive and prosper, and the United States will not improve its competitiveness through a strategy of economic coercion of China.

Thomas D. Lairson

3. Weaponizing Globalization: Chinese High-Tech in the Crosshairs of Geopolitics

Abstract

This chapter aims to put the challenges facing China’s globalizing technology companies in the context of the unfolding U.S.-China structural rivalry. Against the backdrop of a combination of the forces of globalization, dynamics of global competition and national innovation policy, as well as a relative weakening of U.S. innovation competitiveness in recent years, the chapter elucidates the geopolitical and geostrategic considerations that inform Washington’s efforts to constrain the global ambitions of China’s technology giants. With the United States and China inching perilously close to the brink of a Technology Cold War, the chapter concludes that unless and until both sides can find common ground through constructive cooperation in the realm of emerging technologies, China’s tech companies are bound to squarely remain in the crosshairs of geopolitics.

Francis Schortgen

4. Helping Hands for Huawei: Dialing into China’s Technology Policy to Understand Its Contemporary Support for Huawei

Abstract

China has aided Huawei for many years, most visibly through multi-billion-dollar loans to support Huawei’s overseas investment, contracting, and sales activities. Recently, its level of support has reached new heights as evidenced by the harsh tone of official Chinese media coverage of those that malign Huawei, the government’s vigorous public defense of Huawei, and its threats and sanctions against countries and companies that make anti-Huawei moves. This chapter shows that China’s helping hand for Huawei has roots in its technology policy generally and telecommunications policy specifically, both of which are driven by powerful international and domestic security, political, economic rationales that are long-standing, albeit fluctuating in importance. Given this, foreign governments and businesses should not expect China to hang up on Huawei absent compelling countervailing forces.

Jean-Marc F. Blanchard

5. All Under Huawei: China’s New Vision for a Tech Sinica

Abstract

Huawei is a quintessential component and prime beneficiary of China’s grand strategic Belt and Road Initiative. Huawei’s expansion profoundly transforms global political economic order beyond technology. Its 5G enables China to transcend its economic model into data capitalism, and delivers China’s vision as a global AI superpower by 2030. Huawei’s foremost presence across the developing world will drive economic take-offs for the regions against the industrial economies for the first time since the global development disparity was created by the Industrial Revolution. The digital Iron Curtain also falls on Huawei, separating future digital global order into a digital authoritarian bloc and a digital democratic bloc. Tech Sinica, a China-centric digital global order contrived on Huawei’s digital infrastructure, will deploy China’s digital power as its means, and achieve China’s economic predominance and authoritarian political stability as its parallel ends.

Shirley Ze Yu

The Rise of Huawei as a Chinese Global Enterprise

Frontmatter

6. A Strategic Assessment of Huawei into the Fast Future

Abstract

This chapter explores the impact of the Trump Administration’s sanction on the most controversial company in the world—Huawei. It first discusses the firm-specific and country-specific advantages underpinning the strengths and opportunities of Huawei. It then elaborates Huawei’s business within the context of China’s ascendancy in the new world order, followed by the liability of foreignness that has shaped Huawei’s predicament. Huawei has been forced to stand to fight for its survival for the first time in its corporate history. But could a relatively smaller company prevail among the global technology giants? Tsang and Fuschi discuss Huawei’s crisis management, which is a characteristic of Chinese business and suggests that the Plan B has enabled it to prepare for the worst-case trade-related scenario.

Denise Tsang, David Luigi Fuschi

7. Huawei’s Expansion into the Global South: A Path Toward Alternative Globalization?

Abstract

This chapter combines the political economic approach and industrial studies of global information and communication technology (ICT) to examine the motive, pattern and implications of Huawei’s expansion in the Global South. Moving beyond the firm-specific perspective, this chapter draws particular attention to the state-firm relationship as well as the geopolitical-economic tensions that underlie Huawei’s transnationalization. Amid the growing geo-technological rivalry between the United States and China, Huawei’s increasing presence as a new source of investment and technological support in the Global South exemplifies China’s effort to extend the country’s control over transnational network infrastructures and to reconstruct an alternative model of globalization toward a multipolar political economic order in the digital economic era.

Yun Wen

8. Analyzing Huawei as a Chinese Multinational Operating in Three Worlds: Domestic Policy Instrument, Global Economic Agent, and Foreign Policy Target

Abstract

Windsor offers a three-world framework within which to evaluate Huawei Technologies Company as a Chinese multinational. In one world, Huawei is arguably a domestic policy instrument for the Chinese communist regime. In another world, Huawei is an independent global economic agent. In a third world, Huawei is a target of US foreign policy in the context of a trade war, technological competition, and geo-political competition between the US and China. Windsor’s purpose is to explore how to interpret potentially conflicting information about Huawei and its founder and chief executive officer Ren Zhengfei. The three-world procedure helps to maintain a critical and balanced appraisal of this information. One possible interpretation is that Zhengfei and Huawei attempt to balance Chinese and US pressures in order to maintain autonomy. Even if this interpretation is reasonable, the fundamental issue would be what would happen if the Chinese regime simply decides to assert control of Huawei.

Duane Windsor

9. Huawei’s Expansion and Nokia’s Retreat: What Lessons Can We Learn?

Abstract

The aim of the study by Kjellman, Yang, Wu, and Park (2020) is to compare the globalization strategy of current and former world giants in mobile phones and networks: Huawei and Nokia. A Six-M model is developed which provides insights into classic strategic management questions: what makes a company successful and what makes a corporation fail? Disruptive innovation management of an emerging economy multinational (EMNE), Huawei is contrasted with the retreat of Nokia. One lesson to be learned by managers is that customer focus, meaning, and value management are important factors behind success.

Anders Kjellman, Xiaohua Yang, Xiaobo Wu, Sun-Young Park

Huawei’s Development Strategies, Innovations, and Talent Management

Frontmatter

10. Huawei’s Long March to Global Leadership: Joint Innovation Strategy from the Periphery to the Center

Abstract

How did Huawei transform from a tiny telecom importer, considered a “bastard” of a business by the Chinese government, into a global leader in the telecommunications equipment industry and one of the leading smartphone vendors in the world—considered a dangerous misfit by the US government? In its effort to out-innovate established technology equipment suppliers from Europe and the USA, Huawei has aggressively pursued a strategy of joint innovation from the periphery to the center, first with Chinese customers and local governments, and later with leading European customers and governments. This chapter focuses on how Huawei developed its joint innovation strategy in the European Union, allowing it to emerge as a global leader after the Western and European financial crisis.

Manuel Hensmans, Guangyan Liu

11. Huawei’s Global Quest to Catch-up: An Atypical Approach in R&D Internationalization

Abstract

In this chapter, Schaefer takes an in-depth look into Huawei’s atypical research and development (R&D) internationalization strategy to investigate the company’s remarkably fast ascent in the telecommunications industry. She uses patent and interview material to examine the emergence of Huawei’s offshore activities through the eyes of the R&D experts the company hired abroad. The material covers eight of Huawei’s biggest R&D locations in North America and Europe. The chapter explores the barriers for Huawei’s internationalization, the hiring and management of offshore experts as well as the internal and external cooperation between the employees in China and colleagues or project partners abroad. The chapter shows the importance of reputation, trust and cultural understanding for managing transnational R&D activities.

Kerstin J. Schaefer

12. Independent or Interdependent Innovation: The Case of Huawei

Abstract

Prior studies viewed interdependence as an important mechanism for coordinative innovation and examined its impacts on innovations. However, it is still not clear that how latecomer firms with limited innovation capabilities can strategically manage interdependence in order to catch up in global innovation competition. We proposed an inductive case study based on a polar case of Huawei and retrieved its innovation history. Focusing on Huawei’s innovation processes, the study provides insights into how latecomer firms can deliberately manage interdependence and independence in the catch-up process. The results help us to conceptualize and characterize the meaning of interdependence in innovation literature. We also draw implications from our findings for latecomer firms that need to shape their own specific approaches to managing interdependence in order to catch up with first-movers.

Xingkun Liang, Yue Xu

13. Huawei at Bay? A View on Dependency Theory in the Information Age

Abstract

Kirste and Holtbrügge analyze Huawei’s role in the global power play of establishing the 5G network rollout, adding to the scientific discussion of 5G on both a business and society level. This chapter takes an innovative approach by applying a theoretical framework to the recent debate on Huawei’s 5G participation and evaluating the prevalent perspectives on digitalization in China, the EU, and the USA. Building on dependency theory, dynamic power asymmetries of governments and multinational corporations in the Huawei case are analyzed and discussed. The authors find that the network structures of both multinational enterprises and 5G technology pose significant potential for countries to gain influence and power over other governments. Subsequently, theory-informed insights for practitioners and policymakers in the field of 5G are provided.

Laura Kirste, Dirk Holtbrügge

14. Managing Foreign High-end Talent at Huawei

Abstract

This chapter aims to deliver a case study on the talent management practices that attract, utilize, and retain foreign high-end talent at Huawei. A combination of surveys and interviews were used to gather in-depth information for this business case study. Interviewees comprised current Huawei foreign senior leaders and experts coming from North America, Europe, and Asia, and responded to highlights and challenges of working at Huawei. We described the talent management processes and practices currently used by Huawei, as well as the thinking and strategy behind the talent management system. It is the aim of the chapter that other global Chinese companies will review Huawei’s experiences and strive to become more successful in attracting, developing, and retaining their talent—specifically foreign high-end talent.

David W. Hall, Ting Ren

15. Final Reflections: Global Challenges from Innovation and Connectivity

Abstract

Lattemann et al. summarize the discussions in the edited book on Huawei goes Global—with Vol. I examining the major global threads caused by the rise of tech-giant Huawei. They recap the debate about the tensions between China and the Western world about global leadership, geopolitical power, national security, ideological, and economic threats, global connectivity, and about the shape of the upcoming technological world order. The culminating point is the question about the link between Huawei and the Chinese Government. The 5G standard, pushed by Huawei, has the power to change the world. The closeness of the ties between Huawei and the Chinese Government will decide if the world will end up in digital liberalism or in digital authoritarianism, in particular in a Post-Corona time.

Christoph Lattemann, Ilan Alon, Wenxian Zhang

Backmatter

Titel: Huawei Goes Global
herausgegeben von: Wenxian Zhang
Ilan Alon
Christoph Lattemann
Verlag: Springer International Publishing
Electronic ISBN: 978-3-030-47564-2
Print ISBN: 978-3-030-47563-5
DOI: https://doi.org/10.1007/978-3-030-47564-2

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Über dieses Buch

Inhaltsverzeichnis

Frontmatter

1. Introduction

The Political Economy and the Public Policy Perspectives of Huawei’s Globalization

Frontmatter

2. The International Political Economy of Huawei’s Global and Domestic Environment

3. Weaponizing Globalization: Chinese High-Tech in the Crosshairs of Geopolitics

4. Helping Hands for Huawei: Dialing into China’s Technology Policy to Understand Its Contemporary Support for Huawei

5. All Under Huawei: China’s New Vision for a Tech Sinica

The Rise of Huawei as a Chinese Global Enterprise

Frontmatter

6. A Strategic Assessment of Huawei into the Fast Future

7. Huawei’s Expansion into the Global South: A Path Toward Alternative Globalization?

8. Analyzing Huawei as a Chinese Multinational Operating in Three Worlds: Domestic Policy Instrument, Global Economic Agent, and Foreign Policy Target

9. Huawei’s Expansion and Nokia’s Retreat: What Lessons Can We Learn?

Huawei’s Development Strategies, Innovations, and Talent Management

Frontmatter

10. Huawei’s Long March to Global Leadership: Joint Innovation Strategy from the Periphery to the Center

11. Huawei’s Global Quest to Catch-up: An Atypical Approach in R&D Internationalization

12. Independent or Interdependent Innovation: The Case of Huawei

13. Huawei at Bay? A View on Dependency Theory in the Information Age

14. Managing Foreign High-end Talent at Huawei

15. Final Reflections: Global Challenges from Innovation and Connectivity

Backmatter

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