Note the alliances partners appeared above are mostly Huaweis long term

Note the alliances partners appeared above are mostly

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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.
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