Note the alliances partners appeared above are mostly

Note: the alliances partners appeared above are mostly Huawei’s long-term collaborators. Despite
some of them have been competitors, the dyadic alliances are still continuing and partnership is
natured of stability and repeatability.
In line with allying with leading players, Huawei never stopped research alliances with universities. So far,
Huawei has been building advanced research labs with more than 20 Chinese domestic research institutes and
universities such as Beijing University (since Nov. 2005), Zhongshan University, China (since Dec. 2008), Zhejiang
University, China (since March, 2008), Tsinghua University, China (since Jan. 2007), University of Science and
Technology of China (since April, 2009), Xi Dian University, China (since Dec. 2007), Sanjiang Unversity, China
(since Sept, 2007), Northwest Polytechnical University, China (since Oct. 2004) etc.
Moreover, more than 10 joint training programs with Chinese universities in different regions were founded,
namely ‘Huawei High Level Talented-Person Cultivation Base’ (Huawei Rencai Pei Yang Ji Di). These joint
programs are purposive to provide Chinese graduates with pre-career education. Huawei treated universities and
institutes as its knowledge incubator because it has been proved to offer Huawei much more benefits than expected.
In recent years, Huawei extended investment on technological alliances to a number of foreign universities such as
INATEL University, Brazil (since Sept. 2003) and Shrif University, Iran (since July, 2009).
In order to find a short-cut solution for standardization of technical training in China’s ICT sector, Huawei
established Huawei University in 2005. This university has seven University Subsidiaries located across China (in
Beijing, Xi’an, Nanjing, Hangzhou, Chongqing, Kunming, and Kuilin). It is aimed to enhance the intra-sector
communication and offer the best training for ICT players in China. Technological engineers and managers from
each ICT firm are welcomed. In order to catch up the international training standard, Huawei University invested
dramatically on hiring professional researchers domestically and abroad. Unlike alliances with other firms, Huawei
University not only offered a springboard for China’s ICT sector to develop absorptive capacity interactively, but
also enhanced Huawei’s reputation. The exchanged information/technology intra China’s ICT sector was thereafter
blooming out; and Huawei certainly becomes the ‘Knowledge Hub’ of ICT network in China.
Comparing with technological alliances, Merger and Acquisitions (M&As) were not implemented quite often
by Huawei. Table 3 lists M&As activities involving Huawei from 1989. From that we can see Huawei’s activities in
acquisition started just from recent years and they were mainly located in China’s domestic market or backward
countries. This implies that M&As was not a priority of governance mode for Huawei in absorbing
technology/knowledge. In contrast, it was a short-cut way to dominant low-income market.