Key points are not available for this paper at this time.
This study develops a theoretical framework for sustainable human resource management (HRM) based on the value management cycle, comprising value creation, evaluation, and distribution. Drawing upon extensive case analysis of Huawei's pioneering HRM practices, this study adopts a qualitative single-case study methodology drawing on multiple data sources, including document analysis (1996-2024), semi-structured interviews (2020-2023), direct observation, and secondary data, and employs pattern matching and explanation building techniques for data analysis. This research examines how a closed-loop value management system can foster organizational sustainability by aligning employee interests with long-term strategic objectives. The proposed framework integrates three core principles: customer-centric value creation, result-oriented value evaluation, and striver-focused value distribution. Our analysis reveals that Huawei's value management cycle, established in the late 1990s and continuously refined over two decades, has enabled the company to effectively manage nearly 200,000 knowledge workers while maintaining high levels of organizational vitality and innovation capacity. The findings demonstrate that sustainable HRM requires not only individual HR practice optimization but also systematic integration of value creation, objective evaluation, and equitable distribution mechanisms. This study contributes to the sustainable HRM literature by providing an actionable framework derived from one of China's most successful technology enterprises, offering practical insights for organizations seeking to balance employee well-being with competitive performance in the knowledge economy era.
Rongcheng Liang (Mon,) studied this question.