The cultural transformation of large Chinese enterprises into internationally competitive corporations: Case studies of Haier and Huawei

Hawes, C; Chew, E

The cultural transformation of large Chinese enterprises into internationally competitive corporations: Case studies of Haier and Huawei

Hawes, C

Chew, E

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Publication Type:: Journal Article
Citation:: Journal of Chinese Economic and Business Studies, 2011, 9 (1), pp. 67 - 83
Issue Date:: 2011-02-01

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Field	Value	Language
dc.contributor.author	Hawes, C https://orcid.org/0000-0003-3796-8421	en_US
dc.contributor.author	Chew, E https://orcid.org/0000-0002-5850-2455	en_US
dc.date.issued	2011-02-01	en_US
dc.identifier.citation	Journal of Chinese Economic and Business Studies, 2011, 9 (1), pp. 67 - 83	en_US
dc.identifier.issn	1476-5284	en_US
dc.identifier.uri	http://hdl.handle.net/10453/19003
dc.description.abstract	The Chinese government has recently introduced a policy requiring all large Chinese business corporations to transform their corporate cultures with the aim of increasing their competitiveness on the international stage. This paper traces the origins of the policy to the outstanding performance of a small number of Chinese firms since the late 1980s, a phenomenon attributed by the CEOs of these firms to effective implementation of cultural values change among their workforces. We give detailed accounts of two such firms, Haier Group and Huawei Technologies, demonstrating how they have utilized cultural management techniques to improve their employees' performance. We also identify some negative aspects of their approach to cultural management that may impede these firms in their efforts to become truly international corporations. © 2011 The Chinese Economic Association - UK.	en_US
dc.relation.ispartof	Journal of Chinese Economic and Business Studies	en_US
dc.relation.isbasedon	10.1080/14765284.2011.542886	en_US
dc.title	The cultural transformation of large Chinese enterprises into internationally competitive corporations: Case studies of Haier and Huawei	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	9	en_US
utslib.for	1801 Law	en_US
utslib.for	1402 Applied Economics	en_US
utslib.for	1499 Other Economics	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Faculty of Law
pubs.organisational-group	/University of Technology Sydney/Strength - HCTD - Human Centred Technology Design
utslib.copyright.status	open_access
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	9	en_US

Abstract:

The Chinese government has recently introduced a policy requiring all large Chinese business corporations to transform their corporate cultures with the aim of increasing their competitiveness on the international stage. This paper traces the origins of the policy to the outstanding performance of a small number of Chinese firms since the late 1980s, a phenomenon attributed by the CEOs of these firms to effective implementation of cultural values change among their workforces. We give detailed accounts of two such firms, Haier Group and Huawei Technologies, demonstrating how they have utilized cultural management techniques to improve their employees' performance. We also identify some negative aspects of their approach to cultural management that may impede these firms in their efforts to become truly international corporations. © 2011 The Chinese Economic Association - UK.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/19003