Essays on Chinese MNCs - HUAWEI Technologies Limited Case Study

Download full paperFile format: .doc, available for editing

The paper "Chinese MNCs - HUAWEI Technologies Limited" is a good example of a business case study. The global  market is gradually changing with drastic and steady macroeconomic environmental factor changes. Globalization and technology changes have been the key development and facilitators of global market changes. In this regard as Carr and the Commonwealth Secretariat (2004) noted, the global market has experienced a growing market base from the traditional domestic to the foreign markets across the globe. As such, this has led to the increased growth and development of multinational corporations to serve in these diverse and vast markets. Initially, the corporations were from Europe and the USA that were the developed markets at the time.

However, the recent past has experienced increased multinational organizations from emerging markets such as Japan, Taiwan, and most recently China. In this regard, unlike others in the global market, Chinese companies have established a unique market approach and operational strategies on the global platform (Rosato, 2005). Thus, basing the argument on an evaluation of the Huawei Technologies electronic and technology Chinese based multinational corporations this essay offers a critical evaluation of its operational model.

As such, it evaluates the unique models and the subsequent lessons that other multinational organizations and prospective multinational corporations can learn as a market competitive edge and success enhancement strategy. Discussion Organizational Structure The organizational structure is largely participative. In this regard, the venture's superior governing body is the shareholder's meeting that formulates the overall organizational policies. Unlike other global multinational organizations that function under the leadership of respective directors in different functions, the organization has superior functional committees for each function such as Human Resource and Finance.

The application of the committees instead of individual directors is aimed at ensuring representation of diverse market culture needs as well as improved strategic objectiveness (“ HUAWEI” ’ 2014, “ Governance” ). Further, the organization has respective functional business groups that form the basic structure component and are offered the required decision making powers and liberty in developing operational strategies to allow for increased innovation and participation in the organizational structure. The organizational management structure is illustrated below. Organizational Values Organizational values are the fundamental principles and approaches through which an organization operates. In this regard, the developed principle and systems in an organization regulate and control the manner and strategies through which such respective organizations conduct their business activities in the market.

In this regard, as Melé (2005) stated, organizational values and principles are the funding rational bases on which the respective objectives and market strategies are developed in the market. Therefore, the evaluation of organizational values and operational principles is a major start point for the eventual justification and understanding of the developed and established principles in the market. Based on this review, an evaluation of the HUAWEI Technologies Limited values establish that the organization is based on the values and principles of continuous improvement, teamwork and openness, and initiative.

On one hand, the principle of continuous improvement has played a key role in supporting the organizational operations to expand in the domestic and the international market as well (“ HUAWEI” , 2014, “ Core Values” ). Through this strategic approach, the organization has established a strategic research and development function that evaluates the consumer and market needs. In addition, the principle of teamwork advocates for employee involvement.

This principle is based on the principle of Guanxi Chinese culture.


Black, R. J. (2003). Organisational culture: Creating the influence needed for strategic success. United States:

Carr, M., & Commonwealth Secretariat. (2004). Chains of fortune: Linking women producers and workers with global markets. London: Commonwealth Secretariat.

Fahy, J., Farrelly, F., & Quester, P. (2004). Competitive advantage through sponsorship: A conceptual model and research propositions. European Journal of Marketing, 38(8), 1013-1030

Grünig, R., & Morschett, D. (2012). Developing international strategies: Going and being international for medium-sized companies. Dordrecht: Springer

Hellwig, C., Mukherji, A., & Tsyvinski, A. (2006). Self-fulfilling currency crises: The role of interest rates. The American Economic Review, 96(5), 1769-1787

Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2008). Strategic management: Competitiveness and globalization. Mason, Ohio: South-Western.

HUAWEI, 2014, Core Values, Author. Retrieved from <>

HUAWEI, 2014, Governance at HUAWEI, Author. Retrieved from <>

Kapferer, J.-N. (2008). The new strategic brand management: Creating and sustaining brand equity long term. London: Kogan Page.

Lu, J. W., & Beamish, P. W. (2001). The internationalization and performance of SMEs. Strategic management journal, 22(6‐7), 565-586.

Melé, D. (2005). Exploring the principle of subsidiarity in organisational forms. Journal of Business Ethics, 60(3), 293-305.

Rosato, D. V. (2005). Plastics China: Technologies, markets and growth strategies to 2008. Oxford: Elsevier.

Sapienza, H. J., Autio, E., George, G., & Zahra, S. A. (2006). A capabilities perspective on the effects of early internationalization on firm survival and growth. Academy of management review, 31(4), 914-933.

Wilson, J., & Brennan, R. (2010). Doing business in china: Is the importance of guanxi diminishing? European Business Review, 22(6), 652-665.

Xin, K. K., & Pearce, J. L. (1996). Guanxi: Connections as substitutes for formal institutional support. Academy of management journal, 39(6), 1641-1658.

Download full paperFile format: .doc, available for editing
Contact Us