后发企业如何突围管理制约——华为的启示

How do latecomers break through managerial constraints——An enlightenment from Huawei′s experiences

后发企业不但面临技术落后的制约,其追赶目标的实现还受限于管理理念陈旧、管理方法落后等所引致的管理制约。面对日益激烈的国际竞争,突破管理制约以及提高管理能力成为现阶段后发企业实现可持续追赶的关键。与传统追赶研究领域关注后发企业技术落后、技术能力的积累与提升过程不同,本研究聚焦于后发企业存在的管理制约现实,关注后发企业通过管理学习改善其追赶中管理制约的过程。本文选择中国华为公司作为案例研究对象,通过运用案例研究法以及三步编码法,文章深度解析了华为追赶过程中存在的管理制约问题以及其实施管理学习的过程,研究发现:(1)管理制约导致后发企业陷入追赶困境,其对案例企业追赶行动的限制主要体现为:战略维度的低水平跟随,研发环节的封闭式技术积累,以及人力资源维度的紧缺型人才供给;(2)管理制约的复杂性特征强化了管理制约对后发企业追赶行动的限制,其复杂性具体体现为管理制约的多维性和多层次性,其中案例企业管理制约的多维性体现为战略管理维度、研发流程管理维度和人力资源管理维度管理制约,案例企业管理制约的多层次性体现为战略层面和职能层面管理制约;(3)实施针对性的管理学习行动是后发企业突破管理制约的关键,案例企业所采取的针对性管理学习行动包括:基于战略管理对标的管理学习实践,基于体系化研发的管理学习实践,以及基于制度化人资管理的管理学习实践。

Realization of the catch-up goal of latecomer firms is not only restricted by their backwardness of technology,but also limited by the managerial constraints caused by their outdated management ideas,backward management methods and so on.In the face of increasingly fierce international competition,breaking through managerial constraints and improving management capability have become the key for latecomer firms to achieve sustainable catch-up nowadays.Different from the traditional research streams in catch-up field,which used to focus on the backwardness of technology and the process of accumulation and promotion of technological capability of latecomer firms,this paper focuses on the reality of managerial constraints faced by latecomer firms,and pays attention to the process that latecomer firms improve their management capabilities through managerial learning during the period of catch-up.This paper takes a world-famous Chinese domestic company named Huawei as the sample of case study.Based on the method of case study and three-step coding method,this paper explores the managerial constraints faced by Huawei and its managerial learning practice in the catch-up process.The conclusions of this paper are as follows:(1)Managerial constraint is an important reason for the latecomers to fall into the catch-up dilemma,and its restrictions on the catch-up actions of Huawei are mainly reflected in the low-level following development mode of the strategic dimension,the closed way of technology accumulation in the R&D development process,and the insufficient supply of talents in the human resources management dimension;(2)The complexity of managerial constraints on the catch-up process of latecomers,which is embodied in the multi-dimension and multi-level of managerial constraints.The multi-dimension of Huawei managerial constraints is embodied in strategic management dimension,R&D process management dimension and human resource management dimension,and the multi-level is embodied in strategic level and functional level;(3)The implementation of targeted managerial learning action is the key to break through the managerial constraints of the latecomers.The targeted managerial learning actions taken by Huawei include:the target managerial learning practice based on strategic management benchmarking,the managerial learning practice based on systematic research and development,and the managerial learning practice based on institutionalized human resources management.The main contributions of this paper are as follows:(1)Supplement the research conclusions of management catch-up dimension for the research field of latecomer firms catch-up by exploring these latecomer firms′management catch-up actions;(2)It deeply analyzes the improving process of management capability through managerial learning of the latecomer firms,and expands the research conclusions in the field of managerial learning in the catch-up context of latecomer firms.The research results of this paper have the following practical implications for the implementation of catch-up strategy of latecomer firms in nowadays:(1)The multi-dimensional and multi-level management constraints are the main factors that limit the realization of the goal of catch-up of latecomer firms;(2)The catch-up actions of technology and management dimensions jointly promote the realization of the catch-up goal of latecomer firms;(3)The important mechanism to improve management capability for latecomer firms is to carry out managerial learning.