Structuring new automotive industries, restructuring old automotive industries and the new geopolitics of the global automotive sector

Jullien, Bernard; Pardi, Tommaso

doi:10.1504/ijatm.2013.053000

Cited by 53 publications

(10 citation statements)

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“…Renault’s success story, of an affordable innovation strategy for emerging markets, remains exceptional within the automobile industry. While competitors attempted many similar strategic moves, they failed in implementation (Jullien and Pardi, 2013). The tradition of centralizing global innovation processes – which promoted the “transplant” strategy that Japanese firms systematized in the 1990s to conquer western markets (Kenney and Florida, 1993) – is still largely dominant.…”

Section: Discussion: the Structuring Power Of Projectification On Innovation Processes Internationalizationmentioning

confidence: 99%

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Projectification

Midler

2019

IJMPB

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Purpose The last few decades have seen the rapid emergence of two transformative streams in large firms. The first is the development of project management, aimed at improving the performance of innovation management, while the second, the internationalization of innovation organizations and processes in response to strategies of redeployment toward emerging countries. Both streams have been closely analyzed in the fields of project management and international management, respectively. However, the links between the two have been less studied. The purpose of this paper is to consider the hypothesis that a firm’s projectification might have an important impact on its pattern of internationalization in innovation. Design/methodology/approach First, we present the models of internationalization of innovation processes used in the multinational corporation literature. This field essentially focuses on the components of permanent organizations: global internationalization strategy and legacy, R&D footprint, characterization of local subsidiaries and the role of central head offices. Projects figure only as a context in which those elements operate, not as a structuring variable of the global innovation process pattern. The authors challenge this view by exploring whether the specificities of the firm’s projectification pattern can influence how it builds its global innovation process. The paper is based on a longitudinal case where the authors analyze the organizational transition within the Renault group, an emblematic case of a multinational that implemented a spectacular internationalization transition in the 2000s. Findings Our results demonstrate project organizing’s major impact on the internationalization patterns of innovation processes within the firm. They show how the deployment of a polycentric innovation footprint has been the consequence of a specific projectification transition, giving the project and program functions the autonomy to transgress centralized product development norms to adapt their project to the local environment; use the initial breakthrough project as the foundation for a new and specific global product development network through a lineage logic; and sustain this innovation global network as a permanent process of the firm. Research limitations/implications The paper demonstrates the importance of the organization’s projectification characteristics as an important vector for successfully implementing the most advanced internationalization strategies (i.e. reverse innovation) and innovation processes models (i.e. integrated networks). Practical implications The paper characterizes project management related conditions that can govern the success of innovation strategies in high-growth emerging countries: the autonomy and empowerment of project functions; colocation and integration of teams; existence of a program function; and HR policies capable of supporting lineage management and project-to-project learning processes. Originality/value Bridging project management literature with multinational management literature. Demonstrate the key impact of projectification on internationalization pattern of the firm. Longitudinal analysis of a firm internationalization transition on a ten-year period.

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Section: Discussion: the Structuring Power Of Projectification On Innovation Processes Internationalizationmentioning

confidence: 99%

“…Renault’s successful conquest of emerging markets was due to three main factors (Jullien and Pardi, 2013; Midler et al , 2017).…”

Section: Case Studymentioning

confidence: 99%

Projectification

Midler

2019

IJMPB

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“…Here, the author distinguishes between four "transformational spaces": company structure/profit strategy (1), product structure/market strategy (2), production system (3), and work organization/labor relations (4). Pries manages to differentiate between different reference systems of company performance (for similar dimensions see Boyer & Freyssenet, 2002;Jullien & Pardi, 2013). This framework enables us to arrange our data in order to give a coherent overview about BMW's measures to overcome the crisis.…”

Section: Theoretical Considerations and Methodological Framingmentioning

confidence: 99%

BMW – Mastering the Crises with “New Efficiency?”

Pries¹,

Seeliger²

2014

Production, Consumption, Business and the Economy: Structural Ideals and Moral Realities

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Purpose À Make a contribution on company business models and typical reactions to economic crises.Design/methodology/approach À Media-analysis-based case study.Findings À Crisis is handled through drawing on a strategy deriving from the typical features of the company; through the crisis these features are even intensified.Research limitations/implications À Multinational companies are complex and only transparent to a small degree; the empirical data therefore rests on a database with articles.Social implications À Social implications can be seen at the BMW as a functioning example for social partnership as a form of economic embeddedness at the societal level.

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“…Some of them did not survive, for example, Saab, a Scandinavian company which was very popular in America during the 1980s and 1990s. Others, however, to avoid the same fate, were sold to operators in emerging countries: Jaguar and Land Rover are now owned by Tata (India), while Volvo was purchased by Geely (China) (Jullien and Pardi, 2013).…”

Section: Introductionmentioning

confidence: 99%

“…Companies can remain competitive only if there are adequate gross product margins resulting in dividends for shareholders. These margins make it possible to approve future operational plans during the annual general meeting (Jullien and Pardi, 2013).…”

Section: Introductionmentioning

confidence: 99%

Fiat-Chrysler deal: looking for a good returns from M & A

Bertoldi

Giachino

Bernard³

et al. 2015

Journal of Business Strategy

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Purpose – The aim of this paper is to investigate the cross-border acquisition’s process through the Fiat-Chrysler case. Many automotive companies have considered cross-border mergers and acquisition (M & A) as a necessary step to face increasing competition and globalization, but only few of them were successful. In particular, some best practices in terms of lessons-learned are highlighted. Design/methodology/approach – The paper is based on the analysis of a cross-border acquisition: the qualitative approach allows authors to better understand all the dynamics, complexities and problems that characterize companies facing this process (Yin, 1984). Authors used public information, Internet sources and Fiat’s documents to gather all the necessary information. Findings – In a cross-border acquisition, compatibility and complementarity of products and markets are fundamentals, whereas unmanaged cultural differences, as well as misunderstanding of the real motivations, are a slow but deadly poison: integration and a clear common focus on the final target are key factor for success. Research limitations/implications – The investigation is limited to the strategy used by Fiat-Chrysler. If the authors’ suggestions can be confirmed or improved by using other case studies, guidelines could be very useful to companies dealing with M & A. Practical implications – The paper offers recommendations on how big companies can manage a cross-border acquisition, illustrates the key steps to be successful and tries to define the necessary elements for a successful M & A. Originality/value – The paper shows how two real multinational companies operating in the automotive sector have decided to become one entity; moreover, it highlights the fundamental steps of the process, giving to the management a good example of what must happen in reality.

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Structuring new automotive industries, restructuring old automotive industries and the new geopolitics of the global automotive sector

Cited by 53 publications

References 0 publications

Projectification

Projectification

BMW – Mastering the Crises with “New Efficiency?”

Fiat-Chrysler deal: looking for a good returns from M & A

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