Abstract:Today the newly emerging s have increasingly been involved in the internationalization activities, but they have not attracted adequate attention in terms of internationalization studies. This paper will be based on Dunning’s Eclectic () Paradigm as theoretical foundation and deploy the method of case study to analyze the internationalization strategy of the Chinese high-technology MNE - Technology Corporation. This study intends to answer 3 questions: 1) What are the key components of Huawei’s internationalization strategy? 2) How much will Dunning’s eclectic paradigm of international production be applied to explain Chinese MNE - Huawei’s internationalization?
3) What are the special characteristics of the Huawei’s internationalization process, which might be the supplements to the existing Dunning’s eclectic paradigm? The evidences of case study show that the existing OLI paradigm still needs to be modified so as to apply to the MNEs from developing countries, and improved in order to explain all MNEs to a greater extent. The key findings are as follows: 1) Possessing comparative advantages may not be the prerequisite of MNEs’ engagement in . MNEs from developing countries adopt catch-up strategy in their internationalization process. Therefore, enhancing their ownership advantages becomes a dynamic learning process. 2) In terms of location choice, MNEs from developing countries lay emphasis on achieving strategic goals and international layout. Therefore, they pay more attention to potential opportunities rather than worrying about economical and political instability, natural disaster and physic distance. 3) During the internalization process,MNEs from developing countries are more interested in the opportunities of enhancing transaction value rather than reducing transaction cost. The case of Huawei also suggests that the Dunning’s eclectic paradigm should take account of the potential exogenous institutional factors of home country and endogenous incentives of enterprise, especially the role of government and entrepreneurship in the context of transition economy.
ABBREVIATIONS
BT: British Telecom
CAGR: Compound Annual Growth Rate
CDB: China Development Bank
CEO: Chief Executive Officer
CFIUS: Committee on Foreign Investment in the United States
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FhG: Fraunhofer-Gesellschaft
HSDPA: High-Speed Downlink Packet Access
H3C: Huawei-3COM
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MOFCOM: Ministry of Commerce
MSAN: Multi-Service Access Node
NGN: Next Generation Network
Oa: Ownership asset (advantages)
Ot: Ownership transaction (advantages)
OLI: Ownership, Location and Internalization
OMA: Open Mobile Architecture
PwC: PricewaterhouseCoopers
R&D: Research and Development
SDH: Synchronous Digital Hierarchy
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WCDMA: Wideband Code Division Multiple Access
21CN: The 21st Century Network
3G: The 3rd Generation
3GPP: The 3rd Generation Partnership Project
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TABLE OF CONTENTS
1. INTRODUCTION .......................................7
1.1. Background ........
摘要：今天，新兴，s有越来越多地参与国际活动，但他们没有引起足够的重视，在国际化的研究方面。本文将根据邓宁的折衷（）为理论基础范式和部署案例研究的方法来分析中国的高科技跨国公司的国际化战略 - 科技股份有限公司。本研究旨在回答3个问题：1）什么是华为的国际化战略的关键组成部分？ 2）多少邓宁的国际生产折衷理论适用于解释中国的跨国公司 - 华为的国际化？
3）什么是华为的国际化进程的特殊性质，这可能是补充现有邓宁的折衷范式？案例研究表明，现有的OLI范式仍然需要进行修改，以便适用于发展中国家的跨国公司，为了解释所有的跨国公司在更大程度上改善的证据。的主要结果如下：1）拥有比较优势未必是跨国公司参与的先决条件。来自发展中国家的跨国公司采用追赶国际化进程中的战略。因此，提高他们的所有权优势，成为一个动态的学习过程。 2）在区位选择方面，发展中国家的跨国公司从注重实现战略目标和国际布局。因此，他们更注重潜在的机会，而不是担忧经济和政治动荡，自然灾害和物理距离。 3）内在过程中，来自发展中国家的跨国公司是不是降低交易成本，提高交易价值的机会，而更感兴趣。华为的情况也表明，邓宁的折衷范式应考虑潜在外生机构母国因素和内生激励企业，尤其是在转轨经济的背景下，政府和企业家精神的作用。
缩略语
BT：英国电信
CAGR：复合年度增长率
国家开发银行：中国国家开发银行
负责人：行政总裁
美国外国投资委员会在美国的外国投资委员会
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FHG：弗劳恩霍夫协会
HSDPA：高速下行分组接入
H3C华为-3COM
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商务部：商务部
MSAN：多业务接入节点
NGN：下一代网络
OA：股权资产（优势）
OT：股权交易（优势）
OLI：所有权，位置和内
OMA：开放移动架构
普华永道：罗兵咸永道会计师事务所
研发：研究与发展
SDH同步数字体系
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WCDMA：宽带码分多路访问
21世纪：21世纪网
3G：第三代
3GPP：第三代合作伙伴项目
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目录
1。简介....................................... 7
1.1。背景........
