Unpacking China's Digital Ascent in the Global South: The Case of Huawei in North Africa

Abstract

Despite frequent concerns in Western policy and media circles about the risks of using Chinese telecommunications suppliers, firms like Huawei have encountered little resistance from governments or citizens in the Global South. Empirical research explaining this acceptance remains limited. This paper helps fill that gap by examining Huawei's localisation strategy in Algeria and Egypt. Based on 107 interviews conducted between 2021 and 2024, the study shows that Huawei did not impose a one-size-fits-all model. Instead, it adapted to local development priorities, aligning its operations with national goals related to digital infrastructure and knowledge transfer. The company demonstrated flexibility in responding to evolving policy agendas and economic strategies in both countries. While engaging in activities that appear developmental, such as training programmes and infrastructure investment, Huawei has retained control over key technologies to protect its market position. This dual approach has helped the company build political goodwill in Algiers and Cairo and position itself as a central player in both countries' digital ecosystems. The paper concludes with policy recommendations for both developing and Western countries on how to engage with Chinese tech actors more effectively.