Influence of Social Organization and Material Culture on the Strategic Business Growth of Huawei Technologies Company Limited


  • Kitilit Joseph Kamama Management University of Africa
  • Dr. Lilian Ogendo Management University of Africa


Keywords: Social Organization, Material Culture, Strategic Business Growth & Huawei Technologies.


International trade has increased over time with a number of environmental and cultural factors forcing the changes in ways of trade. The vast majority of these elements stem down from the impact of globalization. Chinese firms' presence in Kenya aim at venturing into the expansive East African ever growing market with demand of goods and services with diverse cultural difference. The rate at which these firms grow is low as compared to their expectation. The dimension of social cultural aspects remains the most enduring characteristic that requires incorporation in the growth strategies as well as their implementation, particularly when they emphasize on international markets. The specific objectives of the study was to determine the influence of Social Organization, Material Culture on strategic business growth of Huawei Technologies Company Limited. Social Identity theories was used to inform the study. The study adopted a descriptive and causal study design. The target population was 1,500 Business Development Officers and Sales Managers who are working in Huawei Technologies Company Limited of which the sample size of 150 of were based in Kenya, where strategic business growth was the business focus. The research project focused on Huawei Technologies Company Limited in Kenya Primary data was collected using the questionnaire. Descriptive statistics such as, mean and frequencies and inferential statistics (regression and correlation analysis) was used to perform data analysis. A multiple linear regression analysis model was used to link the variables with a model fitness of 96%. Social Organization, Material Culture explain 96% of the variance in strategic business growth. Based on the findings above, the study concluded that Social Organization, Material Culture influence the strategic business growth at Huawei Technologies Company limited in Kenya. The study recommends for an effective shared company culture to create higher degree of strategic flexibility. Clear and measurable input was emphasized for a positive material culture influence where there is understanding of behaviors and roles.

Keywords: Social Organization, Material Culture, Strategic Business Growth & Huawei Technologies

Author Biographies

Kitilit Joseph Kamama, Management University of Africa

Postgraduate Student

Dr. Lilian Ogendo, Management University of Africa



Anderson, A. R., & Jack, S. L. (2012). Entrepreneurship as connecting: some implications for theorizing and practice. Management Decision, 50(5), 958-971.

Bethlem, A. (2014). Gestão de negócios: uma abordagem brasileira. Rio de Janeiro: Campus. Bruno, L. F. (2010). The Impact of Organizational Culture on Innovation Management. E-Leader Budapest, 1(1), 1-43.

Cao, R. (2017). The Effects of Social Organizations on Economic Performance-A Panel Study on on China.

Cronbach, L. J. (1951). Coefficient alpha and the internal structure of tests. Psychometric, 16(3), 297-334.

Gichuki, A. W. (2012). Effect of multinational Chinese firms in competition with the local firms in Kenya (Doctoral dissertation, University of Nairobi, Kenya).

Greif, A., & Iyigun, M. (2013). Social Organizations, Violence, and Modern Growth. American Economic Review, 103(3), 534-38.

Gupta, A. (2008). Design, control and performance of RiceWrist: A force feedback wrist exo skeleton for rehabilitation and training. The International Journal of Robotics Research, 27(2), 233-251.

Hayton, J. C., George, G., & Zahra, S. A. (2002). National culture and entrepreneurship: A review of behavioral research. Entrepreneurship Theory and Practice, 26(4), 33-52.

Hiriyappa, B. (2009). Strategic management for chartered accountants. New Age International.

Johnson, J. P., Lenartowicz, T., & Apud, S. (2006). Cross-cultural competence in international business: Toward a definition and a model. Journal of International Business Studies, 37(4), 525-543.

Kahneman, D., Knetsch, J. L., & Thaler, R. H. (1991). Anomalies: The endowment effect, loss aversion, and status quo bias. The journal of economic perspectives, 5(1), 193-206.

Kalhor, A., Shahi, H., & Horri, M. S. (2014). Effect of culture on international trade: case study of saffron export. Indian J. Sci. Res, 4(6), 381-388.

Kania, S. M. (2010). The role of cultural differences in forming a business strategy. Journal of Intercultural Management, 2(2), 16-25.

Kenya vision 2030.

Kieti, J. (2016). “Determinants of Foreign Entry Strategies: A case of Kenyan firms venturing into southern Sudan”. School of Business, University of Nairobi.

Kirkman, B. L., Lowe, K. B., & Gibson, C. B. (2006). A quarter century of culture's consequences: A review of empirical research incorporating Hofstede's cultural values framework. Journal of international business studies, 37(3), 285-320.

Kothari, C. (2004). Research Methodology: Methods & Techniques, 2nd edition. New age International Publishers, New Delhi, India.

Li, F., Lin, H. C., & Liu, Y. (2011). Dynamic evolution of China advanced manufacturing model in global view-a case study based on Huawei Company. Journal of Northeastern University (Social Science), 13(2), 118-124.

Li, R., & Cheong, K. C. (2017). Huawei and ZTE in Malaysia: The Localization of Chinese Transnational Enterprises. Journal of Contemporary Asia, 47(5), 752-773.

Lowe, R. (2008). International marketing strategy: analysis, development and implementation. Cengage Learning EMEA.

Madgerova, R. (2015) Problems with gathering information about cultural environment in international business.

Marczyk, G., DeMatteo, D., & Festinger, D. (2005). Essentials of research design and methodology. John Wiley & Sons Inc.

Mauss, M., & Halls, W. D. (2000). The gift: The form and reason for exchange in archaic societies.

WW Norton & Company.

Mayrhofer, U. (2004). International market entry: does the home country affect entry-mode decisions? Journal of International Marketing, 12(4), 71-96.

McDonald, T., Van Aken, E. M., & Rentes, A. F. (2002). Utilizing simulation to enhance value stream mapping: a manufacturing case application. International Journal of Logistics, 5(2), 213-232.

Miller, D. W., & Ewest, T. (2013). The integration box (TIB): An individual and institutional faith, religion, and spirituality at work assessment tool. In Handbook of Faith and Spirituality in the Workplace (pp. 403-417). Springer, New York, NY.

Moran, A., & O'Brien, S. (Eds.). (2014). Love objects: Emotion, design and material culture. A&C Black.

Mugenda, O.M. & Mugenda, A.G. (2003). Research Methods: Quantitative and Qualitative Approaches. Nairobi: African Centre for Technology Studies.

Mumtaz, N. (2010). Sufis and their Contribution to the Cultural Life of Medieval Assam in 16- 17th Century (Doctoral dissertation, Aligarh Muslim University).

Mutambah, E. W. (2012). Entry strategies adopted by multinational manufacturing companies in Kenya. Unpublished MBA Thesis. Nairobi: University of Nairobi.

Neelankavil, J. P., Mathur, A., & Zhang, Y. (2000). Determinants of managerial performance: A cross-cultural comparison of the perceptions of middle-level managers in four countries. Journal of International Business Studies, 31(1), 121-140.

Newing, H. (2011). Conducting Research in Conservation: Social Science Methods and Practice.

New York: Routledge.

Nguku Grace, W. (2013). External Environmental Factors Influencing China-Kenya Trade: A Case Study of the Ministry of Foreign Affairs and International Trade and Chinese Embassy in Kenya.

Ntonjira, E. K. (2013). Entry Strategies used by Chinese firms in Kenya (Doctoral dissertation, University of Nairobi).

Ojanperä, M. (2014). Effects of using English in business communication.

Orodho, A. B. (2010). Intensive forage production for smallholder dairying in East Africa. Grasslands. Developments, opportunities, perspectives, 433-459.

Peng, M. W. (2012). The global strategy of emerging multinationals from China. Global Strategy Journal, 2(2), 97-107.

Ramamurti, R. (2012). What is different about emerging market multinationals? Global Strategy Journal, 2(1), 41-47.

Řehák, V. (2016). China-Kenya Relations: Analysis of the Kenyan News Discourse. Modern Africa: Politics, History and Society, 4(2), 85-115.

Robinson, H. S (2005). Knowledge management practices in large construction organizations.

Engineering, Construction and Architectural Management, 12(5), 431-445.

Rugimbana, R., & Nwankwo, S. (Eds.). (2003). Cross-cultural marketing. Cengage Learning EMEA.

Sindiga, I. (2009). Business and African Development: Change and Challenge of Business in Kenya. Hampshire: Ashgate.

Sirmon, D. G., & Lane, P. J. (2004). A model of cultural differences and international alliance performance. Journal of International Business Studies, 35(4), 306-319.

Slywotzky, A. J., Morrison, D. J., & Andelman, B. (2007). The profit zone: How strategic business design will lead you to tomorrow's profits. Crown Business.

Strauss & Mang. (2003) The local selves of global workers: The social construction of national identity in the face of organizational globalization. Organization studies, 24(7), 1073-1096.

Tajfel, H. (1974). Social psychology of intergroup relations. Annual review of psychology, 13, 65- 93.

Thomas, N. (2009). Entangled objects: exchange, material culture, and colonialism in the Pacific.

Harvard University Press.

Tim, Dant (1999-08-01). Material Culture in The Social World. McGraw-Hill Education (UK).

Wanjiru, N. G. (2015). External environmental factors influencing China-Kenya trade: a case study of the ministry of foreign affairs and international trade and Chinese embassy in Kenya.

Zikmund, G.W., Babin, B.J., Carr, C.J. & Griffin, M. (2010). Business Research Methods 8thed.

Southwestern, Cengage Learning.




How to Cite

Kamama, K. J., & Ogendo, D. L. (2018). Influence of Social Organization and Material Culture on the Strategic Business Growth of Huawei Technologies Company Limited. Journal of Strategic Management, 2(3), 62–81. Retrieved from