【摘要】：在知識經(jīng)濟時代，后發(fā)現(xiàn)代化的國情使得中國企業(yè)的國際化發(fā)展面臨著前所未有的挑戰(zhàn)。以往的新古典經(jīng)濟學(xué)將企業(yè)看成是價格機制協(xié)調(diào)下的最優(yōu)化生產(chǎn)主體，卻無法解釋現(xiàn)實世界企業(yè)之間巨大的差異以及企業(yè)成長的動因。自上世紀(jì)90年代起，大量的有關(guān)行業(yè)內(nèi)企業(yè)利潤大于行業(yè)間企業(yè)利潤的實證研究促使企業(yè)競爭力的外生性解讀逐漸被企業(yè)內(nèi)生成長的觀點所替代。本文的分析框架建立在以資源、知識、能力為基礎(chǔ)的企業(yè)內(nèi)生成長理論之上，在知識全球化時代，國際化更是企業(yè)積累其知識技術(shù)的必經(jīng)之路。針對華為有限公司(以下簡稱“華為”)的具體案例，本文總結(jié)了華為有限公司在國際化路徑中知識積累的相關(guān)戰(zhàn)略舉措，及其保持知識優(yōu)勢的相關(guān)措施，為我國廣大的中小民營企業(yè)的國際化發(fā)展提供借鑒。 文章首先對主流的企業(yè)成長理論、跨國公司理論、以及企業(yè)國際化理論進行了概述和評論，將跨國公司的成長看成是企業(yè)內(nèi)資源、知識、能力為不斷積累增長的一個過程，確定了跨國公司通過國際化知識積累形成其所有權(quán)優(yōu)勢并保持其可持續(xù)競爭優(yōu)勢的分析框架。 接下來，通過回顧通訊產(chǎn)業(yè)發(fā)展特點以及華為國際化現(xiàn)狀及其成長歷史，以258理論為分析框架，解析了華為國際化知識積累的戰(zhàn)略與戰(zhàn)略實施。在戰(zhàn)略上，華為通過漸進式的國際化路徑，采取了先后五個階段進行其知識積累；在實施上，華為的核心技術(shù)戰(zhàn)略與市場戰(zhàn)略保證了全球研發(fā)體系的推進。最終，積累起來的核心知識能力通過企業(yè)治理和企業(yè)文化加以保障，維系了華為的可持續(xù)競爭優(yōu)勢。 由于華為的飛速發(fā)展，其在知識積累國際化戰(zhàn)略中的人力資源，核心技術(shù)，，股權(quán)激勵以及企業(yè)文化方面存在諸多問題，文章針對這些問題提出了其保持國際化優(yōu)勢的相關(guān)建議。并根據(jù)文章的理論框架，總結(jié)出華為成功的內(nèi)外部經(jīng)驗啟示，對于中國民營企業(yè)的國際化戰(zhàn)略發(fā)展、實現(xiàn)可持續(xù)競爭優(yōu)勢具有指導(dǎo)意義。
[Abstract]:In the era of knowledge economy, the international development of Chinese enterprises is facing unprecedented challenges due to the national conditions of the latecomer modernization. In the past, the neoclassical economics regarded the enterprise as the optimal production subject under the coordination of the price mechanism, but could not explain the huge difference between the enterprises in the real world and the motive of the growth of the firm. Since the 1990s, a large number of empirical studies about the profit of enterprises in the industry are larger than the profits of inter-industry enterprises, which makes the extrinsic interpretation of the competitiveness of enterprises gradually replaced by the view of endogenous growth of enterprises. The analytical framework of this paper is based on the endogenous growth theory of enterprises based on resources, knowledge and ability. In the era of knowledge globalization, internationalization is the only way for enterprises to accumulate their knowledge and technology. In view of the specific case of Huawei Co., Ltd (hereinafter referred to as "Huawei"), this paper summarizes the relevant strategic measures of Huawei Co., Ltd.'s knowledge accumulation in the international path, as well as the relevant measures to maintain its knowledge advantage. To provide reference for the international development of small and medium-sized private enterprises in China. Firstly, this paper summarizes and comments on the mainstream theories of enterprise growth, transnational corporations and internationalization, and regards the growth of transnational corporations as a process of continuous accumulation of resources, knowledge and ability. The analytical framework for multinational corporations to form their ownership advantages and maintain their sustainable competitive advantages through the accumulation of international knowledge is established. Then, by reviewing the characteristics of communication industry, the status quo of Huawei's internationalization and its growing history, and taking 258 theory as the analysis frame, this paper analyzes the strategy and implementation of Huawei's internationalization knowledge accumulation. Strategically, Huawei adopts five stages to accumulate its knowledge through the gradual internationalization path. In implementation, Huawei's core technology strategy and market strategy ensure the advancement of the global R & D system. Finally, the accumulated core knowledge ability is guaranteed by corporate governance and corporate culture, which maintains Huawei's sustainable competitive advantage. Due to the rapid development of Huawei, there are many problems in its strategy of knowledge accumulation and internationalization, such as human resources, core technology, equity incentive and corporate culture. According to the theoretical framework of the article, this paper summarizes the internal and external experience of Huawei's success, which has guiding significance for the internationalization strategy development of Chinese private enterprises and the realization of sustainable competitive advantage.
【學(xué)位授予單位】：湘潭大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272;F426.63

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 謝文新;嚴(yán)永怡;;華為公司國際化戰(zhàn)略分析[J];國際經(jīng)貿(mào)探索;2010年09期

2 劉亞軍;劉長庚;;基于資源和知識的企業(yè)內(nèi)生成長理論[J];經(jīng)濟問題探索;2008年03期

3 蘇超;;華為戰(zhàn)略導(dǎo)向下的組織結(jié)構(gòu)設(shè)計[J];科技創(chuàng)業(yè)月刊;2011年08期

4 王培林;;對華為知識創(chuàng)新過程的理性分析[J];科技進步與對策;2010年17期

5 劉剛;知識積累和企業(yè)的內(nèi)生成長[J];南開經(jīng)濟研究;2002年02期

6 胡銀花;華為的土狼文化[J];企業(yè)管理;2005年02期

7 沈永言;呂廷杰;;華為的24個能力[J];企業(yè)管理;2010年10期

8 趙繼軍;;感悟華為文化[J];中國電信業(yè);2005年06期

9 孫福全;劉冬梅;;華為的自主創(chuàng)新之路：從銷售代理商到準(zhǔn)世界級企業(yè)[J];中國科技論壇;2008年06期

10 戶婧;;華為的漸進式國際化征途:動因、戰(zhàn)略、競爭力[J];中國集體經(jīng)濟;2008年07期

本文編號：2217865