Chapter 7: The Chinese strategic mind at work: Huawei
There are many successful Chinese companies, but why is Huawei chosen to illustrate the application of the Chinese strategic mind to business? The following are the reasons. First, Huawei is a Chinese company that has achieved amazing performance within a relatively short period of time, with unabated momentum for continued international expansion. It represents a truly successful Chinese company. It was founded only in 1987, with its headquarters located in Shenzhen, Guangdong. However, it is now a multinational networking and telecommunications equipment and services company. The year 2012 witnessed Huawei becoming the world’s largest company in the industry, and in 2014 its sales reached about $48 billion. Second, the factors that have driven Huawei’s success over the past two decades have manifested strong Chinese tradition or characteristics, and its development has been guided by, for instance, the I Ching, Lao Tzu and Confucianism. From Huawei, we may see how the business ‘game’ has been played by the Chinese strategic mind of the founder, Ren Zhengfei. From the beginning, conscious efforts have been made by Ren Zhengfei to elude the influence of the ‘Western strategic mind’, represented by strategic frameworks or models associated with a company’s strategic development. Huawei is an exceptional case where Ren’s Chinese strategic mind has combined with Western management approaches to create a formidable Chinese high-tech opponent. Third, Ren Zhengfei is an admirer and follower of Mao Zedong and, directly or indirectly, Ren’s strategic thinking has been shaped to a great extent by Chinese tradition, through Mao Zedong’s strategic mind.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.