Abstract
Despite its phenomenal success in China and beyond, Huawei has encountered serious and prolonged legitimization challenges in some prominent Western countries. We explore a cross-border stakeholder engagement perspective and elaborate that Huawei has had trouble coping with the governments and media in developed Western countries due to its stakeholder engagement deficiencies and local negative national stereotyping it faces. We discuss some possible adaptation approaches such as negotiation and defensive strategies and conclude with scholarly and managerial implications.
| Original language | English |
|---|---|
| Title of host publication | Palgrave Studies of Internationalization in Emerging Markets |
| Publisher | Springer Nature |
| Pages | 271-297 |
| Number of pages | 27 |
| DOIs | |
| Publication status | Published - 2020 |
Publication series
| Name | Palgrave Studies of Internationalization in Emerging Markets |
|---|---|
| ISSN (Print) | 2662-1185 |
| ISSN (Electronic) | 2662-1193 |
UN SDGs
This output contributes to the following UN Sustainable Development Goals (SDGs)
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SDG 16 Peace, Justice and Strong Institutions
Free Keywords
- Institutional distance
- Legitimacy
- Stakeholder engagement
- Stakeholder theory
- Stereotyping
ASJC Scopus subject areas
- Business and International Management
- Business, Management and Accounting (miscellaneous)
- Strategy and Management
- Organizational Behavior and Human Resource Management
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