中國電信產業自80年代開始蓬勃發展,許多外資電信設備企業如:愛立信、西門子等公司紛紛搶進中國市場,在中國市場取得領先。然而,即使列強環伺,一批中國企業仍找到市場的縫隙崛起,運用與眾不同的策略在本土市場穩住陣腳,累積資源和能力後進而於全球市場與外資企業一較長短。華為技術有限公司即為中國企業中的佼佼者,1987年成立後經過近三十年的發展,現已成長為全球營收第一的電信設備商,2014年營收達465億美金。 本文以個案研究法探究華為三階段的發展歷程,界定華為於各階段採用的策略、資源和能力。另以策略活動系統觀察華為策略的演化,以及相關活動的布局。最後,依動態能力理論的管理流程、資產定位和路徑三要素,歸納華為如何在劇烈變動的環境中,持續建構動態能力。
China telecom industry began to prosper in 1980s. Many foreign telecom vendors, such as Ericsson, Siemens, etc., eagerly entered the China market. They took the lead in China telecom equipment industry for a long time. However, even though most of the market had been occupied by foreign enterprises, some Chinese telecom vendors still found niche market to break through. They adopted extraordinary strategies to grow stably in mother countries. Then they competed against foreign companies in global market. Huawei Technologies Co. is the best telecom vendors of China. Founded in 1987, Huawei has earned the highest sales revenue among global telecom vendors. Their sales revenue reaches about 4.7 billion dollars in 2014. The study is aimed to analyze how Huawei grows in different phases by case study method. First of all, it will define Huawei’s strategies, resources and capabilities in every stages. Besides, this research will analyze the evolution of Huawei’s strategy and the deployment of related activities. Finally, according to the three element of Dynamic Capability View, the study will conclude how Huawei build dynamic capabilities in acutely changing environment.