Abstract
As the spreading uncertainty with the COVID-19 global pandemic challenged many organizations and social structures, many firms began to think about how to achieve sustainable development. Latecomers face challenges of sustained catch-up, and many of them fail into the dilemma of “aborted” catch-up. Management constraint is considered to be a key obstacle for latecomers to achieve sustained catch-up with forerunners but is rarely discussed. Based on the previous research in the field of latecomers and managerial learning, this study takes Huawei Company of China as a case to explore the role of managerial learning in sustained catch-up with the method of case study. It is found that the catch-up process of latecomers is not only the process of accumulation and improvement of technology and marketing capability but also the process of continuous accumulation of management capability; managerial learning provides a management foundation for latecomers to achieve sustained catch-up, which is embodied in organizational foundation, method/tool foundation and management cognitive foundation.
Published Version
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