Question:
1. To what extent have multinationals from mainland China competed successfully in different international markets, and which major factors explain these achievements and shortcomings?
2. To what extent have Japanese multinationals competed successfully in different international markets, and which major factors explain these
achievements and shortcomings?
3. To what extent have South Korean multinationals competed successfully in different international markets, and which major factors explain these
achievements and shortcomings?
4. To what extent have Taiwanese multinationals competed successfully in different international markets, and which major factors explain these
achievements and shortcomings?
For each of these questions, whenever relevant and insightful, you are encouraged to make cross-industry and cross-country comparisons amongst Asia Pacific multinationals, and to employ lessons from international business theory and research.
Consider therefore a number of perspectives, including the aims of multinationals and international business strategies; major differences between industries and types of business; the degree of global versus regional control, and changes in operational control over time; the competitive advantages or capabilities of multinationals compared to those of rivals; variations in management, organization, and operations between home country and host nations; the comparative abilities of Asia Pacific multinationals to compete in various international locations, and their ability to adapt to changes in policy and markets; and the policies of home and abroad.
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Sample Assignment Extract:
CHINA: HUAWEI
Huawei was formed in 1987 and is a global market premier provider of ICT infrastructure and linked products. We employ approximately 197,000 people and operates in more than 200 countries and territories, serving more than 3 billion people globally. Huawei's mission is to connect any person, house, and business to the digital world in order to create an intelligent, fully connected world. To achieve this, Huawei will: promote interconnectivity and fair opportunities to networks in order to lay the groundwork for smart home appliances; will provide final computational power required to support ubiquitous cloud and intellect; leads to better outcomes social media platforms to assist all parts of its operations in becoming more nimble, efficient, and vibrant; and redefine user experience with AI, simultaneously offering more personalized and intelligent experiences across all contexts.
Huawei should not only grasp current technologies, but also anticipate future consumer wants and expects to be the first choice and most valuable partner for telecom carriers. Huawei's strategies include defying technological devices and creating industry norms. On the Isle of Man, Huawei launched the state's first 5G phone network in 2014.
Huawei is leveraging on its growth by positioning itself as a global leader in a variety of industrial standards. Huawei is a leader in the standardization of cloud storage services, holding over 20 significant positions in international standards groups. Huawei can leverage its market leadership to impact the quality of cloud computing policy and help the firm maintain a competitive edge in the market (Martin Roll, 2018).
By contrast, internal organizations must adapt at a snail's pace. Unlike many other large companies in the public, Huawei lacks even strategic business units. Instead, Huawei devised a hybrid structure dubbed the "distorted pretzel," which combines characteristics of an SBU-based organization with operational databases and national sales help. Simply said, Huawei is a company that is constantly redesigning itself, despite its US$100 billion valuation and over 180,000 employees. In other words, Huawei is an extremely adaptable institution, and if one looks beyond its current political problems, it can create a precedent for the severe ability to adapt that an increasing number of firms will need to emulate in order to thrive in today's volatile and incredibly fast-paced business environment (Williamson, Wu and Yin, 2019).
A supply chain is essentially a corporate environment in which digital purchasing, partners, distributors, and producers are all connected. A company can only succeed in the longterm if it strengthens ties with its customers and stakeholders, prioritizes their needs, and strives for everyone's success. Huawei can only create a presence in the supply chain by aiding clients in creating value.
Economic globalization is the end objective of a market economy. This is an inescapable historical trend. Huawei's growth has been fueled by an internationalization and globalization trend. Huawei spent the first twenty years of its existence on a Chinese-led global expansion strategy.
Huawei, which employs around 180 000 people, welcomes numerous new employees each month. Huawei employees are truly worldwide, as the company operates in 170 countries. Huawei's EU Brussels office is a case in point: our tiny team communicates in a variety of languages on a daily basis, including English, Chinese, French, Arabic, Italian, Dutch, German, and Polish. As a result, Huawei is a global company. A critical component of effective international teamwork is an awareness of and acceptance of – differences in culture. Huawei's values include customer experience, commitment, continual learning, openness and innovation, honesty, and collaboration.
Huawei is the perfect representative for China's burgeoning technology industry. It has evolved exponentially over time, from a tiny producer of phone company switches to a global technology industry leader. While people are familiar with Huawei through its smartphones, the company has its fingers in a variety of other pies, ranging from cloud computing to artificial intelligence. And despite mounting controversy about whether employing Huawei telecommunications equipment presents a potential threat, the blocking of commercial transactions in some nations, and the arrest of one of the company's executives in Canada, the company has maintained its steady global development trajectory (Hooker and Palumbo, 2019).
China's telecommunications behemoth's global reach has raised concerns in a number of countries, most prominently the United States, that now the Chinese communist government may push it into eavesdropping, destruction, or other activities on its own. Washington has imposed severe restrictions on Huawei and urged allies to do the same as part of a larger campaign against Chinese technology firms. The state exerts profound effect over Chinese private enterprises through tight oversight, including the requirement that they join Chinese Communist Party (CCP) sections among themselves, and state-backed investment.
These are just a few of the numerous human resource issues to consider during your company's initial development phase into a new market of new labor regulations. It is critical to insist that your staff adhere to the firm's objectives and act professionally well. As a result, one appealing alternative that enables you to recruit local workers while following to all legal requirements is the usage of a 'Professional Employer Organization,' or PEO. A PEO, alternatively referred to as a 'Employer of Record,' is a type of service firm that assumes responsibility of all human resource activities, obligations, and functions in a particular nation. In principle, a business can outsourcing its employee obligations to a PEO, which will manage the employee's payroll, tax payments, and benefits administration, among other things (Dempsey, 2018).
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