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首页> 外文期刊>Journal of organizational change management >How did a local guerrilla turn into a global gorilla? Learning how transformational change happened under dynamic capabilities from the rise of Huawei
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How did a local guerrilla turn into a global gorilla? Learning how transformational change happened under dynamic capabilities from the rise of Huawei

机译：当地游击队是如何变成全球大猩猩的？学习如何在华为崛起的动态能力下发生变革的变化

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Purpose In this paper, the authors tentatively develop a theoretical model that depicts how the dynamic capabilities of a firm may be driven by three macro-organizational foundations: visionary leadership, organizational culture, and empowered human resources. The authors propose that visionary leaders are the original driver of dynamic capabilities and that visionary leaders create a unique organizational culture and empowered human resources so that their organizations embrace the spirit of entrepreneurship, an orientation toward learning, and a commitment to mission-driven improvement. Design/methodology/approach The authors use a case of the early success of a highly performing Chinese telecommunication equipment producer, Huawei Technology, to explain the theoretical model that shows how dynamic capabilities are developed as visionary leaders influence firm routines for learning, innovation, and strategic human resource policies, which in turn collectively create and update operational capabilities to deliver directly manipulatable competitive advantages. Findings The paper concludes by arguing that the sources of dynamic capabilities need not be dynamic. Instead, visionary leadership, organizational culture, and human resource policies are relatively stable factors in comparison with other possible competence-building mechanisms such as innovation or ambidexterity.Practical implications - The authors' model provides a direction for firms in high-tech industries to develop dynamic capabilities in order to maintain competitiveness and sustain high performance.Originality/value This paper is the first to present three macro-level drivers of dynamic capabilities, and it is also the first to understand the success of Huawei from a dynamic capabilities perspective.
机译：本文的目的是，作者暂时发展了一个理论模型，描绘了公司的动态能力如何由三个宏组织基础驱动：有远见的领导，组织文化和赋权人力资源。提交人提出了有远见的领导者是动态能力的原始驱动因素，并且有远见的领导者创造了独特的组织文化，赋予了人力资源权力，使其组织拥抱了创业精神，学习的方向，以及对任务驱动的改进的承诺。设计/方法/方法提交人使用了高度表现的中国电信设备生产商华为技术的案例，解释了展示动态能力如何发展的理论模型，因为有远见的领导者影响了学习，创新和战略人力资源政策，又共同创造和更新运营能力，以提供直接可操纵的竞争优势。调查结果表明，通过争论动态能力的来源不需要动态来表明该文件。相反，与其他可能的能力建设机制相比，差视领导，组织文化和人力资源政策是相对稳定的因素，如创新或偏心。的诸如创新或赤霉业的其他可能的竞争力机制。作者的模型为高科技产业中的公司提供了方向发展动态能力为了保持竞争力和维持高性能。重要/价值本文是第一个呈现三个动态功能的宏观级驱动因素，也是第一个了解华为从动态能力的角度来实现华为的成功。

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