Abstract
ABSTRACT Huawei serves as a vehicle for presenting the multiple barriers faced by Multinational Enterprises (MNEs) that happen to be born in China, a non-democratic and non-Western country who now challenges the world’s No.1 superpower, thus requires a multi-disciplinary analytical framework by taking much broader contexts into considerations. This comparative case study of its operations in the US and UK aims to develop the old model of examining Chinese MNEs that is heavily economic factor focused by including more variables, such as ‘bilateral relations’, ‘law’, ‘media influence’ and ‘cultural proximity’ under host country factors, and ‘governance structure’ under home country factors. The new model will show the increasing complexity in the global competitive landscape and inspire more research to further advance understanding of this new international business phenomenon.
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