Dynamic and Ordinary Capabilities in Industry Transformation: The Case of the Electric Vehicle Industry

IF 2.6 4区 管理学 Q3 MANAGEMENT
Can Huang
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Abstract

In 2018, in the Dialogue, Debate, and Discussion section of MOR 14.3, an interesting series of articles was published in the ‘Forum on Tesla and the Global Automotive Industry’, where researchers discussed the future dynamics of the global automotive sector. In their work, Perkins and Murmann (2018) contended that, based on Tesla's success, a well-funded company could develop a new electric vehicle (EV) from scratch and move it into production within three to five years if it would invest one to two billion USD in design, development, and manufacturing. Expressing a contrasting view, MacDuffie (2018) questioned this possibility, arguing that EV product architecture is unlikely to become substantially more modular and any new entrant would therefore have to develop the ordinary capabilities that current automotive original equipment manufacturers possess, and there is no guarantee that a firm can develop such capabilities. Teece (2018) joined the debate by proposing a capability-based framework within which to analyze four paradigm shifts that have marked progress in the global automotive industry: EVs, autonomous vehicles, connected cars, and personal mobility services. He argues that these paradigm shifts have created opportunities for new entrants while posing challenges to incumbent firms. To navigate through the uncertainty associated with these paradigm shifts, incumbent firms need to enhance and refine their dynamic capabilities and leverage their integration skills. Jiang and Lu (2018) based their contribution to this debate on the development of the Chinese EV market. In MOR 15.1, published in 2019, Teece (2019) further elaborated his framework to facilitate analysis of the prospects for Chinese firms seeking a stronger foothold in the global automobile market. All these articles have been well received by MOR readers and were ranked among the top 20 articles in full-text view times between June 2021 and June 2022.
产业转型中的动态能力与普通能力:以电动汽车产业为例
2018年,在MOR 14.3的对话、辩论和讨论部分,“特斯拉与全球汽车行业论坛”发表了一系列有趣的文章,研究人员讨论了全球汽车行业的未来动态。Perkins和Murmann(2018)在他们的工作中认为,基于特斯拉的成功,如果一家资金充足的公司在设计、开发和制造方面投入10到20亿美元,它可以从零开始开发一款新的电动汽车(EV),并在三到五年内投入生产。MacDuffie(2018)表达了相反的观点,对这种可能性提出了质疑,认为电动汽车产品架构不太可能变得更加模块化,因此任何新进入者都必须开发当前汽车原始设备制造商拥有的普通能力,并且不能保证公司可以开发这种能力。Teece(2018)提出了一个基于能力的框架,在该框架内分析了全球汽车行业显著进步的四种范式转变:电动汽车、自动驾驶汽车、联网汽车和个人移动服务。他认为,这些范式转变为新进入者创造了机会,同时也给现有公司带来了挑战。为了应对与这些范式转变相关的不确定性,现有企业需要增强和完善其动态能力,并利用其集成技能。Jiang和Lu(2018)将他们对这场辩论的贡献基于中国电动汽车市场的发展。在2019年出版的MOR 15.1中,Teece(2019)进一步阐述了他的框架,以促进对中国公司在全球汽车市场寻求更强立足点的前景的分析。这些文章都得到了MOR读者的好评,并在2021年6月至2022年6月期间进入了全文阅读次数前20名。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
5.20
自引率
3.40%
发文量
41
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