Skip to main content
Registrieren
Springer Professional
SUCHE
MENÜ 1 2 3 4
nach oben

Tipp

Weitere Kapitel dieses Buchs durch Wischen aufrufen

Erschienen in:
Transforming Mobility – What next?: Technische und betriebswirtschaftliche Aspekte – Einordnung Kapitel lesen Erstes Kapitel lesen

2022 | OriginalPaper | Buchkapitel

2. Transformation etablierter Unternehmen im Übergang in die Elektromobilität

verfasst von : Heike Proff, Fabian Falk, Daniel Jaspers

Erschienen in: Transforming Mobility – What Next?

Verlag: Springer Fachmedien Wiesbaden

Einloggen, um Zugang zu erhalten
share
TEILEN

Zusammenfassung

Bei der langfristigen Ablösung von Basistechnologien ist die Unsicherheit, aber auch die Komplexität und Mehrdeutigkeit so hoch, dass es oft lange dauert, bis sich eine neue stabile Branchenarchitektur mit einem neuen „dominanten Design“ herausbildet. Beispiele für einen langen Übergang zu einer neuen Basistechnologie sind die Ablösung des Segelschiffs durch das Dampfschiff im 19. Jahrhundert und heute die Ablösung der Verbrennungstechnologie durch die Elektromobilität.

Sie möchten Zugang zu diesem Inhalt erhalten? Dann informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 69.000 Bücher
  • über 500 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt 90 Tage mit der neuen Mini-Lizenz testen!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

  • über 58.000 Bücher
  • über 300 Zeitschriften

aus folgenden Fachgebieten:

  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Versicherung + Risiko





Jetzt 90 Tage mit der neuen Mini-Lizenz testen!

Jetzt informieren
Vorheriges Kapitel Transforming Mobility – What next?: Technische und betriebswirtschaftliche Aspekte – Einordnung
Nächstes Kapitel Culture as a Critical Determinant of Dynamic Ambidexterity for Established Car Manufacturers: An International Study
Literatur
Ambrosini, V., Bowman, C., & Collier, N. (2009). Dynamic capabilities: An exploration of how firms renew their resource base. British Journal of Management, 20, 9–24. CrossRef
Argyres, N., Bigelow, L., & Nickerson, J. A. (2015). Dominant designs, innovation shocks, and the follower’s dilemma. Strategic Management Journal, 36(2), 216–234.
Becker, A., Stolletz, R., & Stäblein, T. (2016). Strategic ramp-up planning in automotive production networks. International Journal of Production Research, 55(1), 59–78.
Bennet, N., & Lemoine, J. (2014). What a difference a word makes: Understanding threats to performance in a VUCA world. Business Horizons, 57(3), 311–317.
Bigelow, L., Nickerson, J. A., & Park, W.-Y. (2019). When and how to shift gears: Dynamic trade-offs among adjustment, opportunity, and transaction costs in response to a innovation shock. Strategic Management Journal, 40(3), 377–407.
Brezis, E., Krugman, P., & Tsiddon, D. (1991). Leapfrogging: A theory of cycles in national technological leadeship. Boston. (= National Bureau of Economic Research NBER Working Paper No. 3886).
Caves, R. E., & Porter, M. E. (1977). From entry barriers to mobility barriers. Conjectural decision and contrived deterrence to new competition. Quarterly Journal of Economics 9(2), 241–261.
Christensen, C. M., Suárez, F. F., & Utterback, J. M. (1998). Strategies for survival in fast-changing industries. Management Science, 44(12), 207–220.
Courtney, H., Kirkland, J., & Viguerie, P. (1997). Strategy under uncertainty. Harvard Business Review, 75(6), 67–79.
Csaszar, F. A., & Eggers, J. P. (2013). Organizational decision making: An information aggregation view. Management Science, 59(10), 2257–2277.
Davis, A., Brady, T., & Hobday, M. (2009). Organizing for solutions – Systems seller vs. systems integrator. Industrial Marketing Management, 36(2), 183–193.
De Rubens, G. Z., Noel, L., Kester, J., & Sovacool, B. K. (2020). The market case for electric mobility: Investigating electric vehicle business models for mass adoption. Energy, 194, 116841.
Dixit, A. K. (1989). Entry and exit decisions under uncertainty. Journal of Political Economy, 97(3), 620–638.
Donada, C., & Attias, D. (2015). Food for thought: Which organisation and ecosystem governance to boost radical innovation in the electromobility 2.0 industry? International Journal of Automotive Technology and Management, 15(2), 105–125.
Dunlap, D., Mc Donough, E. F., Mudambi, R., & Swift, T. (2015). Making up is hard to do: Knowledge acquisition strategies and the nature of new product innovation. Journal of Product Innovation Management, 33(4), 472–491.
Eggers, J., & Park, K. (2018). Incumbent adaptation to technological change: The past, present, and future of research on heterogeneous incumbent response. The Academy of Management Annals, 12, 357–389. CrossRef
Farias, V. F., Jagabathula, S., & Shah, D. (2013). A nonparametric approach to modeling choice with limited data. Management Decision, 59(2): 305–322.
Feldman, P. L., & Page, A. L. (1985). Harvesting: The misunderstood market exit strategy. The Journal of Business Strategy, 5(4), 79–85. CrossRef
Furr, N., & Kapoor, R. (2018). Capabilities, technologies, and firm exit during industry shakeout: Evidence from the global solar photovoltaic industry. Strategic Management Journal, 39(1), 33–61.
Galbraith, J. R. (1973). Designing complex organizations. Addison Wesley.
Harrigan, K. R., & Porter, M. E. (1983). End-game strategies for declining industries. Harvard Business Review, 61(4), July–August.
Jacobides, M. G., & MacDuffie, J. P. (2013). How to drive value your way. Harvard Business Review, 91(7), 92–100.
Kang, J., & Kim, S. J. (2020). Performance implications of incremental transition and discontinuous jump between exploration and exploitation. Strategic Management Journal, 41(6), 1083–1111.
Klepper, S. (1996). Entry, exit, growth, and innovation over the product life cycle. American Economic Review, 86(3), 562–583.
Klepper, S. (1997). Industry life-cycles“. Industrial and Corporate Change, 6(1), 145–182.
Klepper, S. (2002). The capabilities of new firms and the evolution of the US automobile industry. Industrial and Corporate Change, 11(4), 645–666.
Knobbe, F., & Proff, H. (2020). Dynamic Capabilities in the Automotive Industry under Digitalisation – A quantitative study in the automotive supplier industry. International Journal of Automotive Technology and Management, 20(4) (Special Issue: Managing the new mobility), 436–456.
Lieberman, M. B., Balasubramanian, N., & Garcia-Castro, R. (2017). Toward a dynamic notion of value creation and appropriation in firms: The concept and measurement of economic gain. Strategic Management Journal, 39(6), 1546–1572.
Liesenkötter, B., & Schewe, G. (2014). E-Mobility. Zum Sailing-Ship-Effect in der Automobilindustrie. Springer Gabler. CrossRef
Malik, F. (2015). Navigieren in Zeiten des Umbruchs: Die Welt neu denken und gestalten. Campus.
Martin, J. A., & Eisenhardt, K. M. (2004). Coping with decline in dynamic markets: Corporate entrepreneurship and the recombinative organizational form. Advances in Strategic Management, 21, 357–382. CrossRef
McGrath, R. G., MacMillan, I. C., & Venkatraman, S. (1995). Defining and developing competence – A strategic process paradigm. Strategic Management Journal, 16(4), 251–275.
Nadler, D. A., & Tushman, M. L. (1989). Organizational frame bending: Principles for managing reorientation. In Academy of Management Executive, 3(3), 194–204.
O. V. (2018). Special Section of VUCA. California Management Review, 61(1).
Porter, M. E., & Rivkin, J. W. (2000). Industry transformation. Harvard Business School Background Note, July.
Posen, H. E., & Levinthal, D. A. (2012). Chasing a moving target: Exploitation and exploration in dynamic environments. Management Science, 58(3), 587–601.
Proff, H. (2019). Multinationale Automobilunternehmen in Zeiten des Umbruchs: Herausforderungen – Geschäftsmodelle – Steuerung. Springer Gabler. CrossRef
Proff, H., & Fojcik T. M. (2015). Business model innovations in times of long-term discontinuous technological change. International Journal of Automotive Technology and Management, 15(4), 418–442.
Raisch, S., & Tushman, M. L. (2016). Growing new corporate businesses: From invitation to graduation. Organization Science, 27(5), 1237–1257.
Robbins, D. K., & Pearce, J. A., II (1992). Turnaround: Retrenchment and recovery. Strategic Management Journal,13(4), 287–309.
Rong, Y., Hu, Y., Mei, A., Tan, H., Saidaminov, M. I., Seok, S. I., & Han, H. (2018). Challenges for commercializing perovskite solar cells. Science, 361, 965–993. CrossRef
Saebi, T., Lin, B. L., & Foss, N. J. (2017). What drives business model adaptation? The impact of opportunities, threats and strategic orientation. Long Range Planning, 50(5), 567–581.
Simsek, Z., Heavey, C., & Veiga, J. F. (2009). A typology for aligning organizational ambidexterity̓s conceptualizations, antecedents and outcomes. Journal of Management Studies, 46(5), 864–894.
Teece, D. J., (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
Thomas, V. J., & Maine, E. (2019). Market entry strategies for electric vehicles start-ups in the automotive industry – Lessons from Tesla Motors. Journal of Cleaner Production, 235, 653–663. CrossRef
Utterback, J. M., & Abernathy, W. J. (1975). A dynamic model of product and process innovation. Omega, 3(6), 639–656.
Volberda, H. W., & Baden-Fuller, C. (1998). Strategic renewal and competence building. Four dynamic mechanisms. In Hamel, G., Prahalad, C. K., & O̓Neil, D. (Hrsg.), Strategic flexibility. Managing in a turbulent world (S. 371–389). Wiley.
Metadaten
Titel
Transformation etablierter Unternehmen im Übergang in die Elektromobilität
verfasst von
Heike Proff
Fabian Falk
Daniel Jaspers
Copyright-Jahr
2022
Buch
Transforming Mobility – What Next?

Print ISBN: 978-3-658-36429-8

Electronic ISBN: 978-3-658-36430-4

Copyright-Jahr: 2022

DOI
https://doi.org/10.1007/978-3-658-36430-4_2

Premium Partner

Pluta
    Bildnachweise