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Huawei Company Ethical Issue Research Paper
Huawei, Company, Ethical, Issue, Research, Paper
Huawei is one of the leading companies that have secured a broad market scope in providing information communication technology infrastructure in the world.
Over the last few years, the company has experienced a vigorous transformation that has enhanced the degree of integrated IT solutions (Shambaugh,2013).
Huawei advocates and promotes the establishment of cyber security standards that are globally recognized and agreed upon. Huawei has also been actively participating with industry standards organizations to promote the establishment of new standards.
The company was founded in 1987 as a private company which was wholly owned by h employee. About 80,000 have owned shareholders in Huawei, holding the largest share of 1.4 % of the total stock.
This has enabled the company to operate under an established legal framework. I dispute the fact that the business has been perceived and associated with the legal and unethical issues (Trisale, 2019).
Huawei not only participates in existing industry standards organizations, but also advocates the establishment of new industry standards organizations. For example:
To build a globally unified machine-to-machine (M2M) standards platform and promote the healthy development of the M2M market, Huawei and Qualcomm launched the M2M Industry Group in 2010. Since July 2011, seven standards developing organizations (SDOs) have participated in the M2M Industry Group and organized four face to face (F2F) preparation meetings. In July 2012, the OneM2M standards organization was officially established.
In this regard, the company is guided by a code of ethics in all the undertakings. This has influenced and raised concerns because of the high growth rate that the company is experiencing. The article does not identify and validate the aforementioned dubious means and equipment that were acquired illegally. In an insight, this is a challenge that emerges after a business propels and secures a broad scope in the market (Trisale, 2019).
Openness, competition, and collaboration are the basic principles Huawei adopts to enhance its core competencies and build a favorable business ecosystem. An enterprise supply chain is actually a business ecosystem that ties together customers, partners, suppliers, and manufacturers.
An enterprise can survive over the long term only when it strengthens cooperation with others, focuses on the interests of its customers and partners, and pursues success for all. Only when Huawei helps its customers create value can it find its position in the value chain.
The Huawei business service was taken was accessed and verified to carry out its operation by the international standard organization in 2015. This was a clear indication that the business has a long term focus, which increased the customer’s expectation hence growing their number capabilities. All the cases that have been filed have not by any time given a ruling that proves this unethical indulgence (Toni, 2016).
Third, Huawei refuses to be opportunistic in the face of big opportunities. The company is not distracted by short-term interests and temptations and does not dwell on sunk costs that may be incurred.
If such a case happened to my corporate business of spreading rumor misconduct, the illegality of property and acquisition, and other wrongdoing, I would move with speed to seek proper attention.
This act can affect the business customers and the volumes of sales; as a result, I would be necessary to market the business against the incitement from the competing firms (Shambaugh,2013).
Huawei creates value primarily through its business operations. The primary task of its financial management department is to support and oversee business departments in creating value. Financially, what are the key points that Huawei focuses on as it creates value?
First, Huawei looks at business from an investment perspective and views opportunities strategically. Second, Huawei has always followed the principles of focusing on its core business and keeping a sharp focus in resource allocation. Third, Huawei refuses to be opportunistic in the face of big opportunities.
Shambaugh, D. (2013). China goes global: The partial power. Oxford University Press.
Toni, A. F. (2016). International operations management: Lessons in global business. CRC Press.
Trisale. (2019). Huawei’s security standards and certification. Retrieved from https://www.huawei.com/ke/about-huawei/trust-center/transparency/standard-certification.
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