JPM on China

@inbook{murmann_wu_murmann_huang_guo_2020,

title = {The Management Transformation of Huawei: An Overview},

author = {Johann Peter Murmann},

editor = {Xiaobo Wu and Johann Peter Murmann and Can Huang and Bin Guo},

doi = {10.1017/9781108550987.002},

year  = {2020},

date = {2020-01-01},

urldate = {2020-01-01},

booktitle = {The Management Transformation of Huawei: From Humble Beginnings to Global Leadership},

pages = {1–70},

publisher = {Cambridge University Press},

abstract = {This introductory chapter offers an overview of the entire book on the management transformation of Huawei. Huawei is now China’s most prominent multinational company and a leader in 5G mobile telephone technology, which will be rolled out across the world in the next few years. What makes Huawei interesting is its rate of growth and the level of detail in which we can observe not only the creation of routines but also the breaking of routines across most the major functional areas (management, product development, HR, supply chain, finance, R&D, intellectual property, and international). This makes Huawei an ideal case to advance the theory of routines and dynamic capabilities to change routines. Hence the book will particularly appeal to academics in the field of strategy, management, and business history.},

keywords = {Change, Dynamic Capabilities, Evolutionary Theory, Huawei, Routines},

pubstate = {published},

tppubtype = {inbook}

}

@inbook{li_guo_murmann_wu_wu_murmann_huang_guo_2020,

title = {Huawei’s R&D Management Transformation},

author = {Lanhua Li and Bin Guo and Johann Peter Murmann and Dong Wu },

editor = { Xiaobo Wu and Johann Peter Murmann and Can Huang and Bin Guo},

doi = {10.1017/9781108550987.009},

year  = {2020},

date = {2020-01-01},

urldate = {2020-01-01},

booktitle = {The Management Transformation of Huawei: From Humble Beginnings to Global Leadership},

pages = {292–346},

publisher = {Cambridge University Press},

chapter = {8},

abstract = {Although Huawei started its business as a small agent in 1987, the firm began the independent development of telecommunications equipment in its fouth year of operation and then gradually increased its R&D investments over the years. As the scale of R&D efforts increased, Huawei encountered significant problems with its organization of R&D and felt that it was necessary to transform how it conducts R&D several times over its thirty-year history. In this chapter, we develop a four-step model to analyze three major R&D management transformations in Huawei’s long history of R&D activities. The first transformation, from 1991 to 1995, helped Huawei to establish an informal R&D system; the second transformation, from 1995 to 1998, changed the informal R&D management system into a formal system with clear structures and processes; and finally, the third transformation built up a process-oriented, high-performing R&D organization. We find that although the transformations shifted Huawei’s focus from making structural changes to process changes, all of them were closely aligned with the firm’s market position and with its strategic re-orientation.},

keywords = {Change, Dynamic Capabilities, Huawei, Innovation, R&D, Routines},

pubstate = {published},

tppubtype = {inbook}

}

@inbook{murmann_wu_murmann_huang_guo_2020b,

title = {The Management Transformation of Huawei: Concluding Thoughts from a Comparative Perspective},

author = {Johann Peter Murmann },

editor = {Xiaobo Wu and Johann Peter Murmann and Can Huang and Bin Guo},

doi = {10.1017/9781108550987.011},

year  = {2020},

date = {2020-01-01},

urldate = {2020-01-01},

booktitle = {The Management Transformation of Huawei: From Humble Beginnings to Global Leadership},

pages = {381–410},

publisher = {Cambridge University Press},

chapter = {10},

abstract = {This chapter offers concluding thoughts on the entire Huawei study – the totality chapters and commentaries. It offers comparative perspective by placing the firm in the larger context of corporations in China and to some extent in other countries. The comparison with many other firms throughout the entire book reveals that Huawei is among a select number of firms that are able grow at very high rates by continuously transforming themselves. Consistently investing at least 10 percent of sales starting on R&D at least since 1998 was an important ingredient of this growth. But the importation of western best practice routines and the steering of this process by the Huawei founder and the top management team underlie this ability to grow. Huawei stands out among many Chinese companies that internationalize by relying solely on organic growth rather than on growth through acquisitions. Huawei is also different from state-owned companies (SOEs) that dominate a number of sectors in the Chinese economy in that Huawei motivated a large fraction of employees by giving them shares in a profit-sharing plan so that hard working employees could make a substantial amount of money. Building all chapters, we provide advance management theory by articulating in detail the meta-routines that underpin Huawei’s dynamic capabilities. Finally, we discuss the challenges to future growth of the firm, including geopolitical cross-currents the firm currently finds itself in.},

keywords = {Dynamic Capabilities, Evolutionary Theory, Huawei, Private Enterprise, SOEs},

pubstate = {published},

tppubtype = {inbook}

}