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Cultural clash is one of the key human resources aspects that affected Huawei. Huawei as a multinational company, the objective existence of the company’s internal cultural differences, is bound to cause cultural conflicts in the enterprise. As the process of global integration accelerates and the flow of human resources in multinational enterprises like Huawei continues to accelerate, this cultural friction will increase day by day and gradually begin to manifest itself in the internal management and external operation of transnational corporations, resulting in the loss of market opportunities for transnational corporations and the inefficiency of the organizational structure and make the implementation of the global strategy in trouble. Therefore, this essay will attempt to demonstrate how the Huawei can solve this problem and develop better for its brighter future using human resources management practices.While Huawei successfully achieved its trans-national development, Huawei also encountered many challenges in its human resources management. The transnational management practice of Huawei shows that one of the important factors that affect transnational management is that various cultural conflicts arise from the differences in value orientation and behavior among people from different cultural backgrounds. How to realize the absorption and integration of culture has become a problem that Huawei constantly solves in transnational management.


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