Three cultural models While there are different methods of separating and defining culture, Geert Hofstede, Edgar Schein, and Charles Handy offer three basic theoretical frameworks. Six cultural dimensions were proposed based on research carried out at IBM offices in fifty different nations (Caliskan & Zhu, 2019). They consist of restraint, long-term orientation, masculinity (versus femininity), individualism (versus collectivism), avoidance of uncertainty, and power distance (Caliskan & Zhu, 2019). On the other hand, Edgar Schein organizes culture into three different types: assumptions, values, and artifacts (tangible cultural displays) (Caliskan & Zhu, 2019). Finally, Charles Handy also classifies organizational culture into four types comprising person, task, role, and power (Caliskan & Zhu, 2019). The three types of culture are similar because all have strong implications on types of culture in an organization. Appropriate Cultural Model for Huawei The most appropriate cultural model for Huawei Company is Hofstede’s cultural model. This model has been applied regularly in various dimensions in the company. For instance, there is Hofstede’s model of national culture in an organizational environment (Pinpathomrat, 2017). This model has been used regularly by Huawei in various dimensions. Most significantly, the model culture at Huawei reveals the broad global culture practiced in the company internally and across all its various offices and locations (Pinpathomrat, 2017). The company also ensures that it has reduced the power distance culture at large. Collectivism versus individualism refers to the nature of an organization’s jobs and tasks (Pinpathomrat, 2017). Huawei has maintained health between collectivism and individualism in its organizational culture to enhance the most favorable performance of workers and enhance appropriate business growth. Additionally, in terms of femininity and masculinity (MAS), Huawei has a low MAS score. This means there is frequent overlap of job responsibilities in the organization between women and men and a job description or gender-biased or stereotyped. Uncertainty and Avoidance Index (UAI) has been applied in Huawei in that the company practices both higher and lower uncertainty, with an inclination towards having decreased uncertainty avoidance scores (Pinpathomrat, 2017). Huawei Company also uses long-term orientation (LTO) versus short-term orientation (STO) because it accomplishes its operations with LTO in this strategic focus and development while execution and other activities of the same are driven more by STO (Pinpathomrat, 2017). Indulgence Versus Restraint (IVR) scores are used in Huawei Company. For Huawei, the organizational culture is a healthy mix of the two with more inclination towards the two. Economic System that Best Relates to Each of The Researched International Competitors Market Economic System The type of economic system that relates to the three companies is the market economic system. This system is based on free-market concepts; in other words, the system encounters little interference from the government (Frerichs, 2017). Therefore, there is little interference from the government over resources, and there is no interfering with vital sections of the economy. The regulati