Hostname: page-component-586b7cd67f-dlnhk Total loading time: 0 Render date: 2024-11-22T22:08:34.156Z Has data issue: false hasContentIssue false
  • English
  • Français

Headquarters Control and Its Legitimation in a Chinese Multinational Corporation: The Case of Huawei

Published online by Cambridge University Press:  23 August 2021

Jacky F. L. Hong  and
Robin Stanley Snell
Jacky F. L. Hong*
Affiliation:
University of Macau, Macau
Robin Stanley Snell
Affiliation:
Lingnan University, China Hang Seng University, Hong Kong
*
Corresponding author: Jacky F. L. Hong ([email protected])
Get access Rights & Permissions [Opens in a new window]

Abstract

Based on interviews and documentary analysis, we analyzed the mechanisms being adopted by the HQ of Huawei, a Chinese MNC, for controlling the outputs and processes of its foreign subsidiaries and social behaviours within them and how these controls were supported by corresponding strategies of legitimation. The controls comprise key performance indicators, standard operating procedures, divided subsidiary mandates, HQ-centric rotational expatriation, military-style induction, public oath-taking and self-criticism ceremonies, and training in and role-modelling of core values. The HQ provides comprehensive legitimation for each of these control mechanisms, drawing on five strategies of legitimation, which comprise espousals of organizational benefits, inducement, affirmation, moral exhortation, and narrativization. In many cases, the legitimizing statements have been provided by Mr. Ren, Huawei's founder and CEO, whose authority appears to have been important in conferring legitimacy to the HQ. The historical path of Huawei's development as an MNC has also been salient in conferring legitimacy to the HQ. Our findings suggest that interviewees regard the controls as legitimate, that the subsidiaries broadly comply with the controls, and that micro-political contestation is largely absent.

摘要

通过面谈和文件分析，我们研究华为作为中国的跨国企业，如何通过制定合法性策略支持总部全面控制海外子公司的产出、过程和社会行为。总部的控制机制包括关键表现指标、标准运作程序、分摊子公司授权、以总部为核心的外派员轮转、军事化归纳、公众宣誓、自我批评仪式和具有企业核心价值的好榜样培训。为了给每种控制机制全面的合法性，总部采用了五种不同的策略，其中包括组织利益的奉献、诱导、肯定、道德劝诫和陈述。很多合法性陈述都是由华为的创辨人任正飞所提供，因为他的权威能授予总部很大程度的合法化去控制子公司。除此以外，华为作为一家跨国企业的过往发展历程也给予总部很多的帮助。我们的硏究结果表明，受访者觉得总部的控制机制具有高度合法性，子公司能广泛地遵守总部的各种控制要求，而子公司内的政治争议一般都不存在。

Аннотация

На основе целого ряда интервью и анализа документов, мы проанализировали механизмы, которые применяются в штаб-квартире Huawei, китайской многонациональной корпорации, для контроля результатов, процессов и социального поведения в зарубежных дочерних компаниях, а также то, как этот контроль поддерживается соответствующими стратегиями легитимации. Способы контроля включают в себя ключевые показатели эффективности, стандартные рабочие процедуры, разделение полномочий между филиалами, ротационную экспатриацию в штаб-квартире, вводный инструктаж военного образца, публичные церемонии присяги и самокритики, а также обучение и ролевое моделирование основных ценностей. Штаб-квартира обеспечивает всестороннюю легитимацию каждого из этих механизмов контроля, опираясь на пять стратегий легитимации, а именно предоставление организационных преимуществ, мотивацию, одобрение, моральное наставление и нарративизацию. Во многих случаях заявления, обеспечивающие легитимность, были предоставлены господином Реном, основателем и генеральным директором Huawei, авторитет которого, по всей видимости, является важным для придания легитимности штаб-квартире. Исторический путь развития Huawei как многонациональной корпорации также играет важную роль в придании легитимности штаб-квартире. Наши результаты показывают, что респонденты считают меры контроля легитимными, что дочерние компании в основном подчиняются контролю и что недовольство на микроуровне в общем отсутствует.

Resumen

Con base en entrevistas y análisis documental, analizamos los mecanismos que han sido adoptados por la casa matriz de Huawei, una empresa multinacional china, para controlar los resultados y los procesos de sus filiales extranjeras y los comportamientos sociales dentro de estas, y como estos controles se apoyan en las correspondientes estrategias de legitimación. Los controles comprenden indicadores de desempeño clave, procedimientos operativos estándar, mandatos divididos de las filiales, expatriación rotativa centrada en la casa matriz, inducción de estilo militar, ceremonias públicas de juramento y ceremonias de autocrítica, juego de roles y capacitación en valores clave. La casa matriz suministra una legitimación amplia para cada uno de esos mecanismos de control, recurriendo a cinco estrategias de legitimación, las cuales comprende la adhesión a los beneficios organizacionales, alicientes, afirmación, exhortación moral, y narrativización. En muchos casos, las declaraciones de legitimización que ha sido proporcionadas por el Sr Ren, el fundador y CEO de Huawei, cuya autoridad parece haber sido importante para conferir legitimidad a la casa matriz. La trayectoria histórica del desarrollo de Huawei como empresa multinacional también ha sido importante para conferir legitimidad a la casa matriz. Nuestros hallazgos sugieren que los entrevistados consideran que los controles son legítimos, que las filiales acatan ampliamente los controles, y que la refutación micro-política es en gran medida ausente.

Keywords

Chinese MNCscontrol mechanismsHQ-subsidiary relationshipslegitimationqualitative methods中国跨国企业总部和子公司关系控制机制定性研究合法性китайские МНКотношения между штаб-квартирой и дочерней компаниеймеханизмы контролякачественные методылегитимацияEmpresas multinacionales chinarelación entre casa matriz y filialmecanismos de controlmétodos cualitativoslegitimación
Type
Article
Information
Management and Organization Review , Volume 17 , Issue 5 , December 2021 , pp. 1043 - 1086
Copyright
Copyright © The Author(s), 2021. Published by Cambridge University Press on behalf of The International Association for Chinese Management Research

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Footnotes

ACCEPTED BY Senior Editor Jing Li

References

REFERENCES

Ambos, B., Asakawa, K., & Ambos, T. 2011. A dynamic perspective on subsidiary autonomy. Global Strategy Journal, 1(3–4): 301–316.CrossRefGoogle Scholar
Auffray, C., & Fu, X. 2015. Chinese MNEs and managerial knowledge transfer in Africa: The case of the construction sector in Ghana. Journal of Chinese Economics and Management Studies, 13(4): 285–310.Google Scholar
Balogun, J., Fahy, K., & Vaara, E. 2019. The interplay between HQ legitimation and subsidiary legitimacy judgment in HQ relation: A social psychological approach. Journal of International Business Studies, 50(2): 223–249.CrossRefGoogle Scholar
Balogun, J., Jarzabkowski, P., & Vaara, E. 2011. Selling, resistance and reconciliation: A critical discursive approach to subsidiary role evolution in MNEs. Journal of International Business Studies, 42(6): 765–786.CrossRefGoogle Scholar
Bartlett, C., & Ghoshal, S. 1986. Tap your subsidiaries for global reach. Harvard Business Review, 64(Nov): 87–94.Google Scholar
Bartlett, C., & Ghoshal, S. 1988. Organizing for worldwide effectiveness: The transnational solution. California Management Review, 31(1)(Fall): 54–74.CrossRefGoogle Scholar
Battilana, J., & D'Aunno, T. 2009. Institutional work and the paradox of embedded agency. In Lawrence, T., Suddaby, R., & Leca, B. (Eds.), Institutional work: Actors and agency in institutional studies of organizations: 31–58. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Beetham, D. 1991. The legitimation of power. Basingstoke, UK: Palgrave.CrossRefGoogle Scholar
Birkinshaw, J. 1996. How multinational subsidiary mandates are gained and lost? Journal of International Business Studies, 27(3): 467–495.CrossRefGoogle Scholar
Blazejewski, S., & Becker-Ritterspach, F. 2011. Conflict in headquarters-subsidiary relationship: A critical literature review and new direction. In Dörrenbächer, C. & Geppert, M., (Eds.), Politics and power in the multinational corporation: 139–190. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Bouquet, C., & Birkinshaw, J. 2008. Managing power in the multinational corporation: How low-power actors gain influence. Journal of Management, 34(3): 477–508.CrossRefGoogle Scholar
Bouquet, C., Birkinshaw, J., & Barsoux, J. 2016. Fighting the ‘Headquarters knows best syndrome’. MIT Sloan Management Review, 57(2): 59–66.Google Scholar
Bowen, G. 2008. Naturalistic inquiry and the saturation concept: A research note. Qualitative Research, 8(1): 137–152.CrossRefGoogle Scholar
Brenner, B., & Ambos, B. 2013. A question of legitimacy: A dynamic perspective on multinational firm control. Organization Science, 24(3): 773–795.CrossRefGoogle Scholar
Brinkmann, S., & Kvale, S. 2015. Interviews: Learning the craft of qualitative research interviewing (3rd ed.). Thousand Oaks, CA: Sage.Google Scholar
Chang, L. C., Ho, W., Tsai, S., Chen, Q., & Wu, C. 2017. Dynamic organizational learning: A narrative inquiry into the story of Huawei in China. Asia Pacific Business Review, 23(4): 541–558.CrossRefGoogle Scholar
Chell, E. 1998. Critical incident technique. In Symon, G. & Cassell, C. (Eds.), Qualitative methods and analysis in organizational research: 51–72. London: Sage Publications.Google Scholar
Chen, G. 2007. The enterprise culture of Huawei. Shenzhen PRC: Hai Tian Publications (in Chinese).Google Scholar
Chen, T., Chen, H., & Ku, Y. 2012. Resource dependency and parent–subsidiary capability transfers. International Business Review, 47(2): 259–266.Google Scholar
Child, J., & Marinova, S. 2014. The role of contextual combinations in the globalization of Chinese firms. Management and Organization Review, 10(3): 347–371.Google Scholar
Child, J., & Rodrigues, S. 2005. The internationalization of Chinese firms: A case for theoretical extension? Management and Organization Review, 1(3): 381–410.CrossRefGoogle Scholar
Chintu, N., & Williamson, P. 2013. Chinese state-owned enterprises in Africa: Myths and realities. Ivey Business Journal, Mar/April. Available from URL: http://iveybusinessjournal.com/publication/chinese-state-owned-enterprises-in-africa-myths-and-realities/Google Scholar
Chong, G. 2018. Chinese telecommunications giant Huawei: Strategies to success. Singapore: Nanyang Technopreneurship Case Centre. Available from URL: http://www.ntc.ntu.edu.sg/ntcc/Pages/Case-Studies.aspx?print=1Google Scholar
Ciabuschi, F., Forsgren, M., & Martin, O. M. 2012. Headquarters involvement and efficiency of innovation development and transfer in multinationals: A matter of sheer ignorance? International Business Review, 21(2): 130–144.CrossRefGoogle Scholar
Clark, E., & Geppert, M. 2011. Subsidiary integration as identity construction and institution building: A political sensemaking approach. Journal of Management Studies, 48(2): 396–416.CrossRefGoogle Scholar
Conroy, K., & Collings, D. 2016. The legitimacy of subsidiary issue selling: Balancing positive & negative attention from corporate headquarters. Journal of World Business, 51(4): 612–627.CrossRefGoogle Scholar
Cooke, F. 2014. Chinese multinational firms in Asia and Africa: Relationships with institutional actors and patterns of HRM practices. Human Resource Management, 53(6): 877–896.CrossRefGoogle Scholar
Corbin, J., & Strauss, A. 2015. Basics of qualitative research (4th ed.). Thousand Oaks, CA: Sage.Google Scholar
Courpasson, D. 2000. Managerial strategies of domination: Power in soft democracies. Organization Studies, 21(1): 141–161.CrossRefGoogle Scholar
Creswell, J. 2013. Qualitative inquiry and research design: Choosing among five approaches. Thousand Oaks, CA: Sage.Google Scholar
Cuervo-Cazurra, A., Andersson, U., Brannen, M., Nielsen, B., & Reuber, R. 2016. Can I trust your findings? Ruling out alternative explanations in international business research. Journal of International Business Studies, 47(8): 881–897.CrossRefGoogle Scholar
Dörrenbächer, C., & Geppert, M. 2006. Micro-politics and conflicts in multinational corporations: Current debates, re-framing, and contributions of this special issue. Journal of International Management, 12(3): 251–265.CrossRefGoogle Scholar
The Economist. 2011. The long march of the invisible Mr. Ren: China's technology star needs to shine more openly. Available from URL: https://www.economist.com/briefing/2011/06/02/the-long-march-of-the-invisible-mr-renGoogle Scholar
Eisenhardt, K. 1989. Building theories from case study research. Academy of Management Review, 14(4): 532–550.CrossRefGoogle Scholar
Engels-Zandén, N. 2007. Suppliers’ compliance with MNC's code of conduct: Behind the scenes at Chinese toy suppliers. Journal of Business Ethics, 75(1): 45–62.CrossRefGoogle Scholar
Fang, T., & Chimenson, D. 2017. The internationalization of Chinese firms and negative media coverage: The case of Geely's acquisition of Volvo cars. Thunderbird International Business Review, 59(4): 483–502.CrossRefGoogle Scholar
Farh, J., & Cheng, B. 2000. A Cultural analysis of paternalistic leadership in Chinese organizations. In Li, J. T., Tsui, A. S., & Weldon, E. (Eds.), Management and organizations in the Chinese context: 94–127. London: MacmillanGoogle Scholar
Fast Company. 2017. Announcing the 2017 world's 50 most innovative companies. Available from URL: https://www.fastcompany.com/3067756/announcing-the-2017-worlds-50-most-innovative-companiesGoogle Scholar
Fiaschi, D., Giuliani, E., & Nieri, F. 2017. Overcoming the liability of origin by doing no-harm: Emerging country firm's social irresponsibility as they go global. Journal of World Business, 52(4): 546–563.CrossRefGoogle Scholar
Fortune. 2016. Fortune Global 500. Available from URL: http://beta.fortune.com/global500/listGoogle Scholar
Geppert, M., & Dörrenbächer, C. 2014. Politics and power within multinational corporations: Mainstream studies, emerging critical approaches and suggestions for future research. International Journal of Management Review, 16(2): 226–244.CrossRefGoogle Scholar
Geppert, M., Becker-Ritterspach, F., & Mudambi, R. 2016. Politics and power in multinational companies: Integrating the international business and organization studies perspectives. Organization Studies, 37(9): 1209–1225.CrossRefGoogle Scholar
Geringer, J. M., & Hebert, L. 1989. Control and performance of international joint ventures. Journal of International Business Studies, 20: 235–254.CrossRefGoogle Scholar
Gummesson, E. 2000. Qualitative methods in management research. Thousand Oaks, CA: Sage.Google Scholar
Hadjikhani, A., Elg, U., & Ghauri, P.2012. Business, society and politics: Multinationals in emerging markets, international business and management. Bingley, UK: Emerald Group Publishers.CrossRefGoogle Scholar
Hammersley, M. 1992. What's wrong with ethnography? Methodological explorations. London: Routledge.Google Scholar
Handcock, M., & Gile, K. 2011. Comment: On the concept of snowball sampling. Sociological Methodology, 41(1): 367–371.CrossRefGoogle Scholar
Harzing, A. 1999. Managing the multinationals: An international study of control mechanisms. Cheltenham, UK: Edward Elgar.Google Scholar
Hawes, C. 2008. Representing corporate culture in China: Official, academic and corporate perspectives. China Journal, 59(Jan): 33–61.CrossRefGoogle Scholar
Hawes, C., & Chew, E. 2011. The cultural transformation of large Chinese enterprises into internationally competitive corporations: Case studies of Haier and Huawei. Journal of Chinese Economic and Business Studies, 9(1): 67–83.CrossRefGoogle Scholar
Hensmans, M. 2017. Competing through joint innovation. Sloan Management Review, 58(2): 26–33.Google Scholar
Hensmans, M., & Liu, G. 2018. How do the normativity of headquarters and the knowledge autonomy of subsidiaries co-evolve? Capability-upgrading processes of Chinese subsidiaries in Belgium. Management International Review, 58(1): 85–119.CrossRefGoogle Scholar
Holm, A., Decreton, B., Nell, P., & Klopf, P. 2017. The dynamic response process to conflicting institutional demands in MNC subsidiaries: An inductive study in the Sub-Saharan African E-commerce sector. Global Strategy Journal, 7(1): 104–124.CrossRefGoogle Scholar
Hong, J., Snell, R., & Mak, C. 2016. Knowledge assimilation at foreign subsidiaries of Japanese MNCs through political sensegiving and sensemaking. Organization Studies, 37(9): 1297–1321.CrossRefGoogle Scholar
Hu, H., & Murmann, P. 2020. The transformation of Huawei's HR system. In Wu, X., Murmann, J. P., Huang, C., & Guo, B. (Eds.), The management transformation of Huawei: From humble beginnings to global leadership: 209–236. Cambridge: Cambridge University Press.Google Scholar
Huang, W. 2016. Dedication: The Huawei philosophy of human resource management. London: LID Publishing Ltd.Google Scholar
Huang, X. 2011. Corporate control by Chinese MNCs over their foreign subsidiaries: Combining institutional and resource-based perspectives. Labor and Industry, 22(1/2): 169–192.CrossRefGoogle Scholar
Huawei. 2013. Annual report. Shenzhen, PRC: Huawei Investment and Holding Co., LtdGoogle Scholar
Huawei. 2014. Huawei corporate presentation: Build a better connected world. Available from URL: https://www.eifonline.org/component/attachments/990.html?task=download&Itemid=114Google Scholar
Huawei. 2016. Company web site. Available from URL: http://www.huawei.com/en/about-huaweiGoogle Scholar
Huawei. 2017a. Huawei: Who we are. Available from URL: https://globalcareers.monash.edu/employers/huawei/who-we-areGoogle Scholar
Huawei. 2017b. Huawei in Europe. Available from URL: http://www.huawei.com/ch-en/about-huawei/ch/huawei-europeGoogle Scholar
Jaussaud, J., & Schapper, J. 2016. Control mechanisms of their subsidiaries by multinational firms: A multidimensional perspective. Journal of International Management, 12(1): 22–45.Google Scholar
Johanson, J., & Vahlne, J. 1977. The internationalization process of the firm: A model of knowledge development and increasing foreign market commitments. Journal of International Business Studies, 8(1): 23–32.CrossRefGoogle Scholar
Khanna, T., & Palepu, K. 2010. Winning in emerging markets. Boston: Harvard Business School Publishing.Google Scholar
Klossek, A., Linke, B., & Nippa, M. 2012. Chinese enterprises in Germany: Establishment modes and strategies to mitigate the liability of foreignness. Journal of World Business, 47(1): 35–44.CrossRefGoogle Scholar
Kostova, T., & Roth, K. 2002. Adoption of an organizational practice by subsidiaries of multinational corporations: Institutional and relational effects. Academy of Management Journal, 45(1): 215–233.Google Scholar
Kostova, T., & Zaheer, S. 1999. Organizational legitimacy under conditions of complexity: The case of multinational enterprise. Academy of Management Review, 24(1): 64–81.CrossRefGoogle Scholar
Kostova, T., Marano, V., & Tallman, S. 2016. Headquarters–subsidiary relationships in MNCs: Fifty years of evolving research. Journal of World Business, 51(1): 176–184.CrossRefGoogle Scholar
Kotabe, M., & Kothari, T. 2016. Emerging market multinational firms’ evolutionary paths to building a competitive advantage from emerging markets to developed countries. Journal of World Business, 51(5): 729–743.CrossRefGoogle Scholar
Lai, K., Morgan, G., & Morris, J. 2020. ‘Eating bitterness’ in a Chinese multinational: Identity regulation in context. Organization Studies, 41(5): 661–680.CrossRefGoogle Scholar
Lange, K., & Becker-Ritterspach, F. 2016. Micropolitics in emerging market multinational corporations (EMNCs) as a field of new research. In Becker-Ritterspach, F., Blazejewski, S., Dörrenbächer, C., & Geppert, M. (Eds.), Micropolitics in the multinational corporation: 208–240. Cambridge: Cambridge University Press.Google Scholar
Leach, D. K. 2005. The iron law of what again? Conceptualizing oligarchy across organizational forms. Sociological Theory, 23(3): 312–337.CrossRefGoogle Scholar
Lewin, A., Välikangas, L., & Zhang, Y. 2020. Commentary. In Wu, X., Murmann, J. P., Huang, C., & Guo, B. (Eds.), The management transformation of Huawei: From humble beginnings to global leadership: 52–70. Cambridge: Cambridge University Press.Google Scholar
Li, C. 2006. China's telecom industry on the move: Domestic competition, global ambition, and leadership transition. China Leadership Monitor, 19: 3–5.Google Scholar
Li, J., Xia, J., & Lin, Z. 2017. Cross-border acquisition by state-owned firms: How do legitimacy concerns affect the completion and duration of their acquisitions? Strategic Management Journal, 38(9): 1915–1934.CrossRefGoogle Scholar
Li, W., Chang, X., & Guo, B. 2020. Huawei's internationalization journey. In Wu, X., Murmann, J. P., Huang, C., & Guo, B. (Eds.), The management transformation of Huawei: From humble beginnings to global leadership: 244–285. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Lincoln, Y. S., & Guba, E. G. 1985. Naturalistic inquiry. Newbury Park, CA: Sage Publications, Inc.CrossRefGoogle Scholar
Liu, H. 2015. The Chinese strategic mind. Cheltenham, UK: Edward Elgar Publishing.CrossRefGoogle Scholar
Loveridge, R. 2005. Embedding the multinational: Bridging internal and external networks in transitional institutional contexts. Asia Business and Management, 4: 389–409.Google Scholar
Ma, Y., & Overbeek, H. 2015. Chinese foreign direct investment in the European Union: Explaining changing patterns. Global Affairs, 1(4/5): 441–454.CrossRefGoogle Scholar
Mak, C., Snell, R., & Hong, J. 2020. A spiritual perspective on Senge's five disciplines: harmony and Alibaba. The Learning Organization. doi:10.1108/TLO-06-2020-0112CrossRefGoogle Scholar
McCaleb, A., & Szunomár, A. 2017. Chinese foreign direct investment in central and eastern Europe: An institutional perspective. In Drahokoupil, J. (Ed.), Chinese investment in Europe: Corporate strategies and labour relations: 121–140. Brussels, Belgium: ETUI.Google Scholar
Merriam, S. B., & Tisdell, E. J. 2016. Qualitative research: A guide to design and implementation (4th ed.). San Francisco: Jossey-BassGoogle Scholar
Meyer, K., & Thaijongrak, O. 2013. The dynamics of emerging economy MNEs: How the internationalization process model can guide future research. Asia Pacific Journal of Management, 30(4): 1125–1153.CrossRefGoogle Scholar
Miles, M., & Huberman, A. 1984. Drawing valid meaning from qualitative data: Toward a shared craft. Educational Researcher, 13(5): 20–30.CrossRefGoogle Scholar
Miles, M., & Huberman, A. 1994. Qualitative data analysis: A sourcebook of new methods. Thousand Oaks, CA: Sage.Google Scholar
Mobile Europe. 2015. Huawei launches Belgian centre to manage European R&D. Available from URL: https://www.mobileeurope.co.uk/press-wire/huawei-launches-belgian-centre-to-manage-european-r-dGoogle Scholar
Morgan, G., & Kristensen, P. 2006. The contested space of multinationals: Varieties of institutionalism, varieties of capitalism. Human Relations, 59(11): 1467–1490.CrossRefGoogle Scholar
Morphy, E. 2018. Huawei CFO arrest has trade and FDI implications. FDI Intelligence. Available from URL: https://www.fdiintelligence.com/article/73719Google Scholar
Mudambi, R., & Navarra, P. 2004. Is knowledge power? Knowledge flows, subsidiary power and rent-seeking within MNCs. Journal of International Business Studies, 35(5): 385–406.CrossRefGoogle Scholar
Murmann, J. 2020a. The management transformation of Huawei: Concluding thoughts from a comparative perspective. In Wu, X., Murmann, J. P., Huang, C., & Guo, B. (Eds.), The management transformation of Huawei: From humble beginnings to global leadership: 381–410. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Murmann, J. 2020b. The management transformation of Huawei: An overview. In Wu, X., Murmann, J. P., Huang, C., & Guo, B. (Eds.), The management transformation of Huawei: From humble beginnings to global leadership: 1–51. Cambridge: Cambridge University Press.Google Scholar
Nell, P. C., & Ambos, B. 2013. Parenting advantage in the MNC: An embeddedness perspective on the value added by headquarters. Strategic Management Journal, 34(9): 1086–1103.CrossRefGoogle Scholar
Oliver, C. 1991. Strategic responses to institutional processes. Academy of Management Review, 16(1): 145–179.CrossRefGoogle Scholar
Osawa, J. 2016. Boot-camp culture drives Huawei–Founder's intense style helped vault smartphone maker to No. 3 in the world. Wall Street Journal (Eastern Edition).Google Scholar
Outila, V., Piekkari, R., & Mihailova, I. 2019. A discursive void in a cross-language study on Russia: Strategies for negotiating shared meaning. Management and Organization Review, 15(2): 403–427.CrossRefGoogle Scholar
Pang, V. 2017. Empowering a digital Europe. Huawei Western European region. Available from URL: http://www.file.huawei.com/media/CORPORATE/PDF/event/hid2017/Empowering_a_Digital_Europe_Vincent_Pang.pdf?la=enGoogle Scholar
Pant, A., & Ramachandran, J. 2012. Legitimacy beyond borders: Indian software services firms in the United States, 1984 to 2004. Global Strategy Journal, 2(3): 224–243.CrossRefGoogle Scholar
Paterson, S., & Brock, D. 2002. The development of subsidiary-management research: Review and theoretical analysis. International Business Review, 11(1): 139–163.CrossRefGoogle Scholar
Plakoyiannaki, E., Wei, T., & Prashantham, S. 2019. Rethinking qualitative scholarship in emerging markets: Researching, theorizing, and reporting. Management and Organization Review, 15(2): 217–234.CrossRefGoogle Scholar
Redding, G. 2014. The unexamined differences in dreams: Chinese firms’ globalization and interface challenges. Management and Organization Review, 10(3): 99–404.Google Scholar
Ren, Y. 2012. The spring river flows east. Huawei People, February: 4–9.Google Scholar
Sageder, M., & Feldbauer-Durstmuller, B. 2019. Management control in multinational companies: A systematic literature review. Review of Managerial Science, 13: 1–44.CrossRefGoogle Scholar
Saka-Helmhout, A., & Geppert, M. 2011. Different forms of agency and institutional influences within multinational enterprises. Management International Review, 51: 567–692.CrossRefGoogle Scholar
Schaefer, K. 2020. Catching up by hiring: The case of Huawei. Journal of International Business Studies. doi: https://doi.org/10.1057/s41267-019-00299-5CrossRefGoogle Scholar
Scott, W. R. 2001. Institutions and organizations (2nd ed.). Thousand Oaks, CA: SAGE Publications.Google Scholar
Silverman, D. 2013. Doing qualitative research: A practical handbook (4th ed.). Thousand Oaks, CA: Sage Publications.Google Scholar
Smith, R. 2016. Why Huawei swaps CEO every six months. Management Today. Available from URL: http://www.managementtoday.co.uk/why-huawei-swaps-ceo-every-six-months/article/1389976Google Scholar
Snell, R., & Easterby-Smith, M. 1991. Peeking through the bamboo curtain. In Campbell, N. & Brown, D. (Eds.), Advances in Chinese industrial studies, Vol. 2: 163–170. London: JAI Press.Google Scholar
Stake, R. 1995. The art of case study research. Thousand Oaks, CA: Sage.Google Scholar
Stening, B., & Zhang, Y. 2007. Methodological challenges confronted when conducting management research in China. International Journal of Cross-Cultural Management, 7(1): 121–142.Google Scholar
Su, Y., & Chen, L. 2014. Ancient art of war style management at Huawei Technologies Co. Ltd. In Su, Y. & Chen, L. (Eds.), Modern oriental corporate culture: A case collection: 67–79. Berlin, Germany: Springer-Verlag.CrossRefGoogle Scholar
Suchman, M. 1995. Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20(3): 571–610.CrossRefGoogle Scholar
Sun, S. 2009. Internationalization strategy of MNEs from emerging economies: The case of Huawei. Multinational Business Review, 17(2): 129–155.CrossRefGoogle Scholar
Sun, K., & Zhang, Y. 2015. The wild nature of Huawei: Ren Zhengfei's management philosophy. Beijing: Electronics Industry Publishing House. (In Chinese).Google Scholar
Tao, T., & Wu, C. 2015. The Huawei story. Thousand Oaks, CA: Sage.Google Scholar
Tao, T., de Cremer, D., & Wu, C. 2017. Huawei: Leadership, Culture and Connectivity. Thousand Oaks, CA: Sage.Google Scholar
Tempel, A., Edwards, T., Ferner, A., Muller-Camen, M., & Wächter, H. 2006. Subsidiary responses to institutional duality: Collective representation practices of US multinationals in Britain and Germany. Human Relations, 59(11): 1543–1570.CrossRefGoogle Scholar
Vaara, E., & Monin, P. 2010. A recursive perspective on discursive legitimation and organizational action in mergers and acquisitions. Organization Science, 21(1): 3–22.CrossRefGoogle Scholar
Vaara, E., & Tienari, J. 2008. A discursive perspective on legitimation strategies in multinational corporations. Academy of Management Review, 33(4): 985–993.CrossRefGoogle Scholar
Vaara, E., Tienari, J., & Laurila, J. 2006. Pulp and paper fiction: On the discursive legitimation of global industrial restructuring. Organization Studies, 27(6): 789–810.CrossRefGoogle Scholar
Van Leeuwen, T., & Wodak, R. 1999. Legitimizing immigration control: A discourse-historical perspective. Discourse Studies, 1(1): 83–118.CrossRefGoogle Scholar
Van Maanen, J. 1978. People processing: Strategies of organizational socialization. Organizational Dynamics, 7(1): 19–36.CrossRefGoogle Scholar
Wei, Z., & Nguyen, Q. 2017. Subsidiary strategy of emerging market multinationals: A home country institutional perspective. International Business Review, 26(5): 1009–1021.CrossRefGoogle Scholar
Williamson, P., Ramamurti, R., Fleury, A., & Fleury, M. 2013. The competitive advantage of emerging market multinationals. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Wu, X., Murmann, J. P., Huang, C., & Guo, B. 2020. The management transformation of Huawei: From humble beginnings to global leadership. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Yang, Y. 2019. Huawei says employees control company through ‘virtual shares’. Financial Times. Available from URL: https://www.ft.com/content/22fdb0ea-6742-11e9-a79d-04f350474d62Google Scholar
Yanow, D. 2004. Translating local knowledge at organizational peripheries. British Journal of Management, 15: S9–S25.CrossRefGoogle Scholar
Yin, R. 1994. Case study research: Design and methods. Thousand Oaks, CA: Sage.Google Scholar
Zaagman, E. 2019. I visited Huawei–and I brought your questions. Technode. Available from URL: https://technode.com/2019/06/19/i-visited-huawei-and-i-brought-your-questions/Google Scholar
Zhang, Y., & Wu, Y. 2012. Huawei and Zhengfei Ren: Leadership in a technology-innovative firm. In Petti, C. (Ed.), Technological entrepreneurship in China: How does it work?: 103–22. Cheltenham, UK: Edward Elgar.Google Scholar
Zhao, Z., Guo, B., & Wu, X. 2020. The executive management team and organizational change: A routinized transformation perspective. In Wu, X., Murmann, J. P., Huang, C., & Guo, B. (Eds.), The management transformation of Huawei: From humble beginnings to global leadership: 71–106. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Zheng, Q., Luo, Y., & Maksimov, V. 2015. Achieving legitimacy through corporate social responsibility: The case of emerging economy firms. Journal of World Business, 50(3): 389–403.CrossRefGoogle Scholar