Huawei International Expansion In Strategic And Organizational Capacity Building Exploration

The era of globalization open the door of opportunity for enterprises and individuals in all countries of the world. Today, more and more Chinese enterprises step into the international market to face the increasing internationalization of home and international market. In the process of internationalization, the first question of Chinese enterprises to face is how to expand its overseas market, that is, the international expanding of its strategic capabilities and organizational capacity, as a means of obtaining and maintaining company's competitive edge.Strategic capability is the key factors to continuously increase the consumer surplus and producer surplus. It is the necessary and sufficient conditions to create the value of enterprises. Businesses gain a competitive edge with its strategic capability. The theory of strategic capability effectively combined the capacity strategy with the strategy theory, which bands together the "invisible" capacity-building and "tangible" strategic business, to make both strategic capabilities not only forward-looking and guiding, but also realistic and feasible.The organizational capacity refers to the internal organization of enterprises to develop the capacity of the company. The organizational capacity can lead higher productivity or higher quality, to transfer the various elements of its input into a product or services under the same circumstances with the competitors. Organizational capacity is the of enterprises' competitive DNA, it is unique and different organizational capacity influences the enterprise's performance at all levels.This article attempts to analyze Huawei's strategic and organizational capabilities in its internationalization to extract the essence of success. The article mainly on the basic process of Huawei's internationalization, analyzes the strategic capacity and organizational capacity building under the macro environment, industry environment and internal situation. The papers also discuss some failures of strategic capability and Huawei's controversial organizational culture. These successful experiences have a guide to the development and growth of Chinese private enterprises, with important reference value for Chinese enterprises going to the world market.