The Management Transformation of Huawei
The Management Transformation of Huawei
Johann Peter Murmann, Universität St Gallen, Switzerland
Can Huang, Zhejiang University, China
Bin Guo, Zhejiang University, China
Huawei has become China's most prominent multinational company and a leader in the ICT sector. Given unprecedented access to the company, the authors of this book examine the management transformation of Huawei from its inception in 1987 until 2019, observing in detail not only the creation of its organizational routines but also the breaking of routines across most major functional areas: Management, Product Development, HR, Supply Chain, Finance, R&D, Intellectual Property, and International Business. 'Dynamic capabilities' are central to theories of competitive advantage and this book highlights Huawei as an ideal case study for the successful implementation of change routines and change-supporting values. The chapters cover all the major change initiatives the firm has undertaken since 1996 to import best practices from the West, with the help of consultants. The insights presented in the book will be particularly interesting for academics in the field of strategy, management, and business history.
- Reveals the strategy used by a Chinese firm to become a global leader without acquiring foreign firms
- Examines all major change initiatives across all functional areas of the organization
- Observes in very fine detail not only the creation of organizational routines but also the breaking of routines across most major functional areas
Reviews & endorsements
'This is a 'must read' book for whoever is interested in the rise of China. It provides unique empirical and conceptual insights on China's leading company and draws on world class researchers for analysis and commentaries. Uniquely valuable!' Yves Doz, Solvay Chaired Professor of Technological Innovation, INSEAD
'The Management Transformation of Huawei provides a fascinating account of how Huawei preserved its entrepreneurial spirit as it rapidly scaled up over its 30-year history. Very few studies provide such an in-depth historical account of the evolution of a company over such a long period of time. Any scholar or practitioner interested in understanding the leadership challenges that arise with rapid organizational growth should read this book.' Ranjay Gulati, Paul R. Lawrence MBA Class of 1942 Professor of Business Administration, Harvard Business School
'Huawei has become a major player in the global electronics industry and has been - perhaps unwantedly - cast into the role of a significant geopolitical force. This book is important and interesting because of the astonishing story of Huawei's corporate growth. The authors provide an insightful account of how Huawei transformed itself from a small startup into a global giant, making an important scholarly contribution under major headings of the strategic management literature, such as 'knowledge', 'routines' and 'dynamic capabilities'.' Sidney G. Winter, Deloitte and Touche Professor Emeritus of Management, Wharton School, University of Pennsylvania
'The authors of this book examine how the Chinese telecommunications equipment company Huawei managed to grow from a small Shenzhen-based startup … to a giant company with over 188,000 employees and $105 billion in revenues in 2018 … Their most significant contribution is their detailed documentation … of the process of sequentially building administrative capabilities in multiple critical functional areas to support the company's extraordinary growth trajectory … In doing so the authors offer … a fascinating perspective on the poetry of strategic leadership.' Robert A. Burgelman, Administrative Science Quarterly
Product details
March 2022Paperback
9781108445146
484 pages
228 × 152 × 25 mm
0.703kg
47 b/w illus. 15 tables
Available
Table of Contents
- Preface Xiaobo Wu
- 1. The management transformation of Huawei: an overview Johann Peter Murmann with commentary by Arie Lewin, Liisa Valikangas and Ying Zhang
- 2. Executive management team and organizational change: a routinized transformation perspective Ziyi Zhao, Bin Guo, Xiaobo Wu with commentary by Jean Chen
- 3. Transforming product development at Huawei: the IPD initiative Zihan Zhang, Johann Peter Murmann with commentary by Jaeyong Song
- 4. Huawei's transformation of supply chain management Ying Li, Can Huang, Yongyi Shou with commentary by Yongjiang Shi
- 5. Financial management transformation in Huawei Can Huang, Xiao Chen with commentary by Ram Mudambi
- 6. The transformation of Huawei's HR system Hongqi Xu, Johann Peter Murmann with commentary by Catherine Xin
- 7. Huawei's international journey Wen Li, Xiaoran Chang, Bin Guo with commentary by Carl Fey
- 8. R&D transformation of Huawei Lanhua Li, Bin Guo, Johann Peter Murmann, Dong Wu with commentary by Frans Greidamus
- 9. Huawei's intellectual property management transformation Johann Peter Murmann, Can Huang and Haoyu Zhang
- 10. The management transformation of Huawei: concluding thoughts from a comparative perspective Johann Peter Murmann
- Appendix A. Number of employees and sales, 1987–2018
- Appendix B. List of presentations at Ruihua Institute of Innovation Management, Zhejiang University
- Appendix C. Interviews conducted for the book
- Appendix D. The Huawei Basic Law (1998).
