Introduction: knowledge generation and innovation diffusion in the global automotive industry--change and stability during turbulent times

Schulze, Anja; MacDuffie, John Paul; Taübe, Florian

doi:10.1093/icc/dtv015

Cited by 63 publications

(45 citation statements)

References 16 publications

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“…Modern industry dynamics go beyond Schumpeter's idea of small new entrants competing with large incumbents. Large technology-based companies (e.g., Apple, Google) threaten to enter the automotive industry (Schulze et al, 2015). Risk perception among such large technology-based firms may differ entirely from that of KIBS businesses, opening scope for further research on how both industry dynamics in innovative changing industrial environments (Suarez et al, 2015) and characteristics of new entrants' influence partnerships and network dominance in increasingly servitized manufacturing contexts.…”

Section: Discussionmentioning

confidence: 99%

Network positioning and risk perception in servitization: evidence from the UK road transport industry

Bigdeli

Bustinza

Vendrell‐Herrero

et al. 2017

International Journal of Production Research

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For manufacturing firms, the integration of advanced services into their customer offerings has become a crucial decision. Such commercial decisions require weighting the risks and rewards of implementing a business model based on advanced services. While academic experts acknowledge uncertainty of returns on investment despite potential advantages, research generally fails to address the challenge of calculating the actual risks involved in 'servitization'. This paper seeks better understanding of managers' risk perception and of servitization implications for strategic partnerships and network positioning, while considering the impact of factors such as entry barriers, technological knowledge and position in the supply chain (SC). Qualitative evidence is drawn from an industrial case study involving firms in the UK's road transport industry: fourteen in-depth interviews with senior executives from seven companies (manufacturers, operators, technology providers). During interviews, a payment card exercise measured risk perception and willingness to take strategic 'make-or-buy' decisions. Results suggest that implementing advanced services is perceived as a high-risk strategy, especially when firms lack in-house technological knowledge. However, collaborative strategic partnerships within supply chain networks can mitigate this risk and prove crucial to building entry barriers against external competitors. Based on these findings, implications for network positioning are developed.

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Section: Discussionmentioning

confidence: 99%

Network positioning and risk perception in servitization: evidence from the UK road transport industry

Bigdeli

Bustinza

Vendrell‐Herrero

et al. 2017

International Journal of Production Research

View full text Add to dashboard Cite

show abstract

“…The studies can be classified into five streams: (i) prospect of automotive industry, (ii) ridesharing revolution, (iii) disruptive innovation, (iv) ICT-driven innovation, and (v) new business model. Schlze et al (2015) [24] pointed out that automotive firms cope with turbulence caused by globalization, new government regulations, and advances in electronics, communication, and drive train technologies. In the mean time, these technologies are facilitating not only new product features but also new business models which Uber deployed as consumer preferences move toward mobility as a service rather than vehicles as products.…”

Section: Introductionmentioning

confidence: 99%

Co-evolution of three mega-trends nurtures un-captured GDP – Uber’s ride-sharing revolution

Watanabe

Naveed

Neittaanmäki

2016

Technology in Society

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Uber used a disruptive business model driven by digital technology to trigger a ride-sharing revolution. The institutional sources of the company's platform ecosystem architecture were analyzed to explain this revolutionary change. Both an empirical analysis of a co-existing development trajectory with taxis and institutional enablers that helped to create Uber's platform ecosystem were analyzed. The analysis identified a correspondence with the "two-faced" nature of ICT that nurtures uncaptured GDP. This two-faced nature of ICT can be attributed to a virtuous cycle of decline in prices and an increase in the number of trips. We show that this cycle can be attributed to a self-propagating function that plays a vital role in the spinoff from traditional co-evolution to new co-evolution. Furthermore, we use the three mega-trends of ICT advancement, paradigm change and a shift in people's preferences to explain the secret of Uber's system success. All these noteworthy elements seem essential to a well-functioning platform ecosystem architecture, not only in transportation but also for other business institutions.Keywords: Ride-sharing revolution, ICT-driven disruptive business model, Uber's system success, Two-faced nature of ICT, Un-captured GDP The research leading to these results has received funding from the Strategic Research Council at the Academy of Finland under grant agreement no: 293446 -Platform Value Now: Value capturing in the fast emerging platform ecosystems. Platform Value Now will focus on understanding the fast emerging platform ecosystems, their value creation dynamics and requirements of the supportive institutional environment. We will analyze ecosystems with systems tools and develop new methods for platform-centric ecosystems management. Data collection is based on active scanning of global technology and platform ecosystems and fast solution oriented case experiments with Finnish corporations and policy planners. The aim of the project is to operationalize the collected understanding into a Platform Profile framework that will enable more efficient method and tool development for ecosystem management.2

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“…The automotive industry is relevant in terms of its impact on the economy as well as on technology. As stated by Humphrey and Memedovic [9], the automotive sector is global and is characterized as a capital-intensive industry with vertical integration and economies of scale [10]. It has been responsible for the development of technological innovation and management, and the original major change on the industrial production processes [11,12].…”

Section: Sustainable Development In Automotive Industry:-mentioning

confidence: 99%

Dissemination of Sustainable Practices in Moroccan Automotive Industry: Case of Renault-Tangier.

Haddach¹,

Ammari²,

Allal³

et al. 2017

IJAR

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Introduction: knowledge generation and innovation diffusion in the global automotive industry--change and stability during turbulent times

Cited by 63 publications

References 16 publications

Network positioning and risk perception in servitization: evidence from the UK road transport industry

Network positioning and risk perception in servitization: evidence from the UK road transport industry

Co-evolution of three mega-trends nurtures un-captured GDP – Uber’s ride-sharing revolution

Dissemination of Sustainable Practices in Moroccan Automotive Industry: Case of Renault-Tangier.

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