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In terms of cross-cultural communication theories, different scholars have different definitions of stereotypes in their discussions, but they all tend to be derogatory. For example, Ward and Ravlin (2017) believe that stereotype is the wrong judgment formed by people in all cultures for the characteristics of members of different cultural groups. At the same time, they also hold that if some traits in a heterogeneous culture recur, people will think that these traits apply to all people in the culture, so stereotypes are easy to form. McCrae, Chan, Jussim, Fruyt and Terracciano (2013) consider stereotypes to be expectations or ideas that exaggerate the characteristics of a particular cultural group. Stereotypes are an over-generalization of the identity of a group without considering the individual characteristics of that group. Bartel-Radic and Giannellon (2017) emphasize the over-generalization of stereotypes. It is the over-generalization of certain things that makes people's understanding of things too simple, one-sided and exaggerated. Ward and Ravlin (2017) define that stereotypes are fixed concepts formed by people for a certain group, and this concept does not take into account the differences in individual traits.” Hofstede’s dissatisfaction with stereotypes is manifested in that he believes that stereotypes cause long-term incorrect, rigid, one-sided views of one ethnic group to another during cross-cultural communication, which can easily lead to cultural conflicts.
Huawei's spending on the lawyers' team can help Huawei to avoid the risks brought by patent litigation, but it does not help Huawei to solve this problem fundamentally. A large part of Huawei's patent litigation is caused by the lack of patent protection in its corporate culture, which is manifested in the lack of awareness of patent protection in the corporate leadership, the lack of effective systems, and adequate training in terms of patent protection, causing unreasonable use or not standardized use of patents of other companies’. This deep-rooted corporate culture is in great conflict with the local business culture of the UK.
Huawei's wolf-like corporate culture has two characteristics. One is to encourage employees to work overtime to get more bonuses, the other is based on collectivism, the income of employees is not only affected by the results of individual performance appraisal, but also the results of team performance appraisal (Luo, Cacchione, Junkunc and Lu, 2011). In the UK, employees usually have two characteristics. First, employees think that overtime work is often seen as a problem of bad work efficiency and work pace, which leads to that work cannot be completed in time, so they are usually unwilling to work overtime. Second, British employees are willing to take risks within their own responsibilities, but are not responsible for the team's risk. They believe that as long as everyone is doing what they do, the team's goals can be achieved accordingly. When Huawei’s UK Branch understands these characteristics of British employees, they can adjust the management measures of the company. The measures are mainly to increase bonuses. That is, if local employees in the UK work overtime and they get better team performance, they can get more income than employees in China, in order to encourage Huawei’s British employees to change their mindset to accept Huawei's wolf-like corporate culture.
