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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.
The global market is constantly evolving and it has become
essential for organizations to employ new methods of appealing to
customers in order to stay abreast on current trends within the
world economy. The Handbook of Research on Driving Competitive
Advantage through Sustainable, Lean, and Disruptive Innovation
features theoretical development and empirical research in social
media platforms, internet usage, big data analytics, and smart
computing, as well as other areas of organizational innovation.
Highlighting implementation challenges facing innovative processes,
this publication is a critical reference source for researchers,
students, professionals, managers, and decision makers interested
in novel strategies being employed by organizations in an effort to
improve their standings on the global market.
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.
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