When businesses align corporate identity with political ideology

It traces how the Chinese technology company Huawei used concepts from the ruling Chinese Communist Party ideology to shape its organisational identity across different stages of its growth. 

Published in the peer-reviewed journal Strategic Organization, the study outlines how Huawei drew directly on Chinese Communist Party ideology in its early years, using concepts like Fen Dou (meaning ‘struggle’) to frame itself as a ‘national industry revitaliser’.  

The company described its mission as ‘serving the country through industry’ and ‘carrying the flag of the national industry’. This positioning helped build internal commitment and legitimacy in its Chinese home market.  

As Huawei expanded internationally, it had to tone down this ideological language to present itself to its non-Chinese target audiences as an ‘international corporate citizen’, but traces of its original ideological stance remained – and were later revived as geopolitical tensions increased between China and some of the countries and regions that Huawei was targeting. 

Challenges related to global politics and international scrutiny 

The study shows how long-term alignment with political ideology helped Huawei mobilise staff and gain internal organisational backing and support within China. However, the research also demonstrates how this created challenges when external pressures related to global politics and international corporate scrutiny increased. 

Therefore, the authors argue that the Huawei example highlights a broader issue for multinational businesses navigating values-based branding in a volatile world. 

The new research also contributes to ongoing debates about how organisations manage their identity in complex institutional environments, and is published at a time when many global firms are quietly rolling back climate and Equality, Diversity and Inclusivity (EDI) initiatives in response to growing political polarisation driven by the Trump administration in the US. 

Indeed, with political uncertainty globally and mounting investor scrutiny, the tension between value-driven ideology and business pragmatism is arguably sharper than ever. 

Comments Dr Johann Fortwengel, Reader in International Management at King’s Business School, which is part of King’s College: “Huawei’s case illustrates the double-edged nature of political ideology in business. It can unify and motivate, but also constrain how a company responds to change. This is relevant for companies that have adopted strong positions on issues such as climate change or equity. 

“Taking a stand can build legitimacy with some stakeholders, but it also locks companies into a particular narrative. When external pressures shift and a company needs to change direction, employees [and customers] may feel confused or even betrayed, especially if the company fails to deliver on its stated values.” 

You can find out more about the study here.