The paper "Opportunities and Threats Associated with Globalisation - Huawei Technologies Company " is a perfect example of a business case study. The purpose of this research work is to examine the issues relating to the opportunities and threats experienced by multinational corporations (MNCs), due to globalisation with a special focus on the case study of Huawei Technologies Company Limited (Huawei). The scope of this essay is to evaluate the effects of globalisation upon the growth of MNCs in emerging markets. The limitation of this study is that it pertains to a technology-oriented organisation, namely, Huawei, which is limited to mobile phones and computer devices.
There are several other organisations in the emerging markets, such as hospitality or service industries which are unrelated to electronic manufacturing. The world is undergoing unprecedented transformation due to the influence of international business. International economic interconnectedness has been promoted tremendously since the 1980s, due to the emerging markets. These include some of the fastest-growing economies, such as those of India, Russia, Brazil, China and Russia. These economies boast of considerable market liberalisation, privatisation and industrialization (Cavusgil, Rammal & Freeman 2011, p.
19). Furthermore, these nations have demonstrated a gradual transition from the stagnation that is the hallmark of developing nations. Effects of Globalisation Internalisation, in the context of multinational corporations (MNCs), demonstrated positive, as well as negative influences, such as perfecting markets and concentrating power. It has been conceded that the development of MNCs has been driven by innovation and not market power. The transition to the dynamic innovatory capacity of internal markets in conjunction with the perception that foreign direct investment constituted the internal substitute of a firm for the external dissemination of knowledge, served to change understanding regarding MNCs and the appropriate policy initiatives (Buckley, 2016, p.
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