The globalization of Chinese telecom corporations: strategy, challenges and HR implications for the MNCs and host countries

Abstract

This paper investigates the motives of internationalization of two leading Chinese multinational corporations, their entry strategy and strategic responses to overcome internationalization barriers. In particular, we explore the political strategy and the corresponding political behaviour these two firms adopt to facilitate their internationalization process. We also examine the business strategy and human resource strategy they deploy in their internationalization endeavour and what impacts these may have on host country development, including human capital development and employment creation.

Keywords:

• globalization
• Huawei
• human resource
• MNC
• political capital
• social capital

Acknowledgements

I would like to thank the reviewers for their constructive comments on the earlier version of this paper. This research was supported by a grant from the ‘Project 211(Phase III)’ of the Southwestern University of Finance and Economics, Chengdu, China.

Notes

1. ‘A broad definition of linkages includes transactions between foreign affiliates and local business and non-business entities like universities, training centres, research and technology institutes, export promotion agencies and other official or private institutions involve longer-term collaborations between the parties (UNCTAD 2001)’ (Hansen, Pedersen and Petersen 2009, p. 122).