JPM on China

@inbook{li_guo_murmann_wu_wu_murmann_huang_guo_2020,

title = {Huawei’s R&D Management Transformation},

author = {Lanhua Li and Bin Guo and Johann Peter Murmann and Dong Wu },

editor = { Xiaobo Wu and Johann Peter Murmann and Can Huang and Bin Guo},

doi = {10.1017/9781108550987.009},

year  = {2020},

date = {2020-01-01},

urldate = {2020-01-01},

booktitle = {The Management Transformation of Huawei: From Humble Beginnings to Global Leadership},

pages = {292–346},

publisher = {Cambridge University Press},

chapter = {8},

abstract = {Although Huawei started its business as a small agent in 1987, the firm began the independent development of telecommunications equipment in its fouth year of operation and then gradually increased its R&D investments over the years. As the scale of R&D efforts increased, Huawei encountered significant problems with its organization of R&D and felt that it was necessary to transform how it conducts R&D several times over its thirty-year history. In this chapter, we develop a four-step model to analyze three major R&D management transformations in Huawei’s long history of R&D activities. The first transformation, from 1991 to 1995, helped Huawei to establish an informal R&D system; the second transformation, from 1995 to 1998, changed the informal R&D management system into a formal system with clear structures and processes; and finally, the third transformation built up a process-oriented, high-performing R&D organization. We find that although the transformations shifted Huawei’s focus from making structural changes to process changes, all of them were closely aligned with the firm’s market position and with its strategic re-orientation.},

keywords = {Change, Dynamic Capabilities, Huawei, Innovation, R&D, Routines},

pubstate = {published},

tppubtype = {inbook}

}

@inbook{murmann_huang_zhang_wu_murmann_huang_guo_2020,

title = {Huawei’s Intellectual Property Management Transformation},

author = {Johann Peter Murmann and Can Huang and Haoyu Zhang },

editor = {Xiaobo Wu and Johann Peter Murmann and Can Huang and Bin Guo},

doi = {10.1017/9781108550987.010},

year  = {2020},

date = {2020-01-01},

urldate = {2020-01-01},

booktitle = {The Management Transformation of Huawei: From Humble Beginnings to Global Leadership},

pages = {347–380},

publisher = {Cambridge University Press},

chapter = {9},

abstract = {Huawei by 2014 had become the largest patent filer in the world even though it did not file any patents for the first eight years of its existence (1987–1994). This chapter examines the development of the firm’s intellectual property (IP) management capability. It describes important changes that Huawei undertook both in terms of its IP strategy (whether, when, where, and in what technical areas to patent) and the administration of its IP activities. Unlike the other major transformations that Huawei undertook with the help of Western consulting firms, Huawei could not make up its mind about how it was going to manage its IP strategy until a lawsuit filed in 2003 by a US competitor, Cisco, prompted top management to devote significant attention to this area. To support its internationalization strategy, Huawei subsequently implemented a systematic strategy to create a vast collection of independent intellectual property in telecommunication technology. Starting in 2003, Huawei embarked on a series of five-year plans, first to increase the amount of IP that would be generated by its large R&D efforts and later to increase the quality of its IP. To realize this strategy, large changes in the organization of the IP office had to be made. Huawei now employs over 400 full-time IP professionals to implement its IP strategies. Huawei offers lessons for other companies from emerging economies who want to compete successfully on the world market.},

keywords = {Change, Huawei, Innovation, IP, Patents},

pubstate = {published},

tppubtype = {inbook}

}

@inbook{lewin_kenney_murmann_2016b,

title = {China’s innovation challenge: An introduction},

author = {Arie Y. Lewin and Martin Kenney and Johann Peter Murmann},

editor = {Arie Y. Lewin and Martin Kenney and Johann Peter Murmann},

doi = {10.1017/CBO9781316422267.002},

year  = {2016},

date = {2016-01-01},

urldate = {2016-01-01},

booktitle = {China's Innovation Challenge: Overcoming the Middle-Income Trap},

pages = {1–31},

publisher = {Cambridge University Press},

chapter = {10},

abstract = {The current Chinese development model is nearing its limits. The World Bank has cautioned that China could find itself in a “middle-income trap”. China recognizes that it must dramatically increase its capacity for innovation to avoid this trap.  This chapter provides an introduction to the enormous complexities and challenges that China faces in transforming the diverse resources available to it for creating an innovation-based economy. It describes how China has over the past four decades developed from being largely isolated and irrelevant to the world economy to becoming the world’s second-largest economy. The chapter lays out two diametrically opposed scenarios for the future development of the Chinese economy. The first, optimistic scenario argues that China can build ever-stronger innovation capability and become a high-income nation. The second, more pessimistic scenario makes the case that, without radical reforms, existing Chinese political and economic institutions will inexorably relegate China to the middle-income trap. The chapter also introduces 14 essays by leading international scholars that collectively discuss with frankness the opportunities and challenges China faces across the different aspects of its society.  It does so this by sketching the role of institutions, history, politics, culture, and competition in shaping the attitudes and capacities of individuals, firms, and entire sectors to become more innovative.  },

keywords = {Innovation},

pubstate = {published},

tppubtype = {inbook}

}

@inbook{lewin_kenney_murmann_2016c,

title = {China’s innovation challenge: Concluding reflections},

author = {Arie Y. Lewin and Martin Kenney and Johann Peter Murmann},

editor = {Arie Y. Lewin and Martin Kenney and Johann PeterEditors Murmann},

doi = {10.1017/CBO9781316422267.017},

year  = {2016},

date = {2016-01-01},

urldate = {2016-01-01},

booktitle = {China's Innovation Challenge: Overcoming the Middle-Income Trap},

pages = {418–425},

publisher = {Cambridge University Press},

chapter = {16},

abstract = {The chapter reflects on China’s dramatic economic achievements over the past four decades and the complex task that policy makers face in continuing China’s progress toward attaining a high-income economy. It argues that, even though no one can predict with any certainty today whether China will continue its growth path or fall into the middle-income trap, it will become increasingly clear in the years to come whether the optimistic or the pessimistic outlook on China’s ability to develop an innovative economy turns out to be correct. The best way to gauge Chinese progress is to track a few salient indicators and compile a “Chinese Innovation Capacity Growth Dashboard.” The proposed indicators include the effectiveness of its intellectual property system, its R&D resource allocation, and its exploitation of foreign R&D assets; the share of resources flowing to state-owned enterprises, of new-to-world innovations, and of papers in leading scientific journals; the ease of starting new firms; the level of financing for startups and small and medium-size enterprises; the autonomy of Chinese universities; and institutionalized trust.},

keywords = {Innovation, Innovation Index},

pubstate = {published},

tppubtype = {inbook}

}