001453876 000__ 03885cam\a2200565\i\4500
001453876 001__ 1453876
001453876 003__ OCoLC
001453876 005__ 20230314003449.0
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001453876 007__ cr\cn\nnnunnun
001453876 008__ 230122s2023\\\\si\a\\\\o\\\\\000\0\eng\d
001453876 019__ $$a1361716423
001453876 020__ $$a9789811940781$$q(electronic bk.)
001453876 020__ $$a9811940789$$q(electronic bk.)
001453876 020__ $$z9811940770
001453876 020__ $$z9789811940774
001453876 0247_ $$a10.1007/978-981-19-4078-1$$2doi
001453876 035__ $$aSP(OCoLC)1358739798
001453876 040__ $$aYDX$$beng$$erda$$epn$$cYDX$$dGW5XE$$dAU@$$dEBLCP
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001453876 043__ $$aa-cc---
001453876 049__ $$aISEA
001453876 050_4 $$aHD9696.A3$$bC6 2023
001453876 08204 $$a338.7/62130951$$223/eng/20230124
001453876 1001_ $$aDong, Xiaoying,$$eauthor.
001453876 24510 $$aHuawei :$$bfrom catching up to leading /$$cXiaoying Dong, Mengling Yan, Yanni Hu.
001453876 264_1 $$aSingapore :$$bSpringer ;$$a[Beijing] :$$bPeking University Press,$$c[2023]
001453876 264_4 $$c©2023
001453876 300__ $$a1 online resource (xxii, 355 pages) :$$billustrations (some color)
001453876 336__ $$atext$$btxt$$2rdacontent
001453876 337__ $$acomputer$$bc$$2rdamedia
001453876 338__ $$aonline resource$$bcr$$2rdacarrier
001453876 347__ $$atext file$$bPDF$$2rda
001453876 5050_ $$aThe Eagle Model -- Can Huawei model be copied? -- Huaweis unique thinking system and strategic leadership -- From a mom-and-pop operation to a world-class player -- Corporate culture and practice integrated with key interest groups -- Rational and controlled R&D innovation system -- A cobweb organizational structure -- Management transformation and system building in line with international standards -- A Dynamic and Empowering Organizational Learning System -- Human resource development system to unlock potential -- Knowledge Management Integrating Organizational Knowledge -- How Huawei broke through the triple dilemmas to build dual capability? -- Huawei Phones: From Low-end to High-end. .
001453876 506__ $$aAccess limited to authorized users.
001453876 520__ $$aThrough in-depth case studies, this book seeks to reveal the secret of Huawei's rapid growth. The content of this book is rich and detailed. The authors combine first-hand interview data, including Huawei managers of many functional departments such as research and development, marketing, supply chain management, and human resources, as well as Huaweis suppliers partners and competitors. This book analyzes the articles and speeches published by Huaweis leader Ren Zhengfei since 1994 both in the public and internally and reference to various materials about Huawei including employees postings in the social media, news reports, research papers, books, etc. The book systematically describes the key elements of Huawei's strategy, corporate culture, organizational capabilities, and R&D innovation system and so on. The book also compared the differences between Huawei and Cisco in many subjects as leadership, culture, organization transformation and management capabilities. For whoever tries to understand Huawei, this book is an excellent reference book. In the companion book Cisco: Integration of Innovation and Operation, the author tells another growth path of technology company in America. .
001453876 546__ $$aTranslated from Chinese.
001453876 588__ $$aOnline resource; title from PDF title page (SpringerLink, viewed January 24, 2023).
001453876 61020 $$aHua wei ji shu you xian gong si$$1https://isni.org/isni/0000000087435787
001453876 650_0 $$aElectronic industries$$zChina.
001453876 655_0 $$aElectronic books.
001453876 7001_ $$aYan, Mengling,$$eauthor.
001453876 7001_ $$aHu, Yanni,$$eauthor.
001453876 77608 $$iPrint version: $$z9811940770$$z9789811940774$$w(OCoLC)1319075767
001453876 852__ $$bebk
001453876 85640 $$3Springer Nature$$uhttps://univsouthin.idm.oclc.org/login?url=https://link.springer.com/10.1007/978-981-19-4078-1$$zOnline Access$$91397441.1
001453876 909CO $$ooai:library.usi.edu:1453876$$pGLOBAL_SET
001453876 980__ $$aBIB
001453876 980__ $$aEBOOK
001453876 982__ $$aEbook
001453876 983__ $$aOnline
001453876 994__ $$a92$$bISE