Kun, András IstvánChen, Lin2014-10-302014-10-302014http://hdl.handle.net/2437/199420In 1987, Huawei was founded in Shenzhen by Ren Zhengfei, at that time, it was just a small private company with registered capital of RMB 21,000. In 2013, Huawei had more than 140,000 employees, 16 R&D centers in 9 countries including US, India, Japan, Germany, Sweden, China, and so on. As a multinational networking and telecommunications equipment and services company, its products and services cover more than 140 countries, and it ranked 315th in the Fortune with revenue of $34.9 billion. Such a dramatic shift happen in just 26 years. However, there is just a few study about this company. So this article would take Huawei as its target study case. Since “Culture is particularly important when an organization is undergoing significant transformation or when introducing major reforms which require different or new cultural or value traits from those exhibited in the past”. My own perspective is to focus on the corporate culture of Huawei as a basis for understanding its successful development. This study would solve the following questions: first, where does the corporate culture of Huawei come from; second, how does such culture be disseminated; third, how does the Huawei’s special corporate influence the company’s development strategy and management structure. From this study, the author claim that the culture in Huawei is a mixture of three different culture, which turn out to be Chinese traditional culture, Mao Zedong’s military thought and western corporate culture. The way for Huawei to disseminate its culture mainly depends on its own university. And the culture of Huawei, like the thought of “surround the cities from the countryside”, has directly influenced its development strategy and its management structure.43encorporate culturehuaweiDEENK Témalista::Közgazdaságtudomány::Gazdaságelemzés