Cilt 9 Sayı 1 (2021): Business & Management Studies: An International Journal
Makaleler

Tesla, değer yakalama ve değer yaratmaya entegre bir iş modeli ile elektrikli araçlar paradigmasında nasıl avantajlar yarattı

PDF (İngilizce)
  • John W. Lang,
  • Beat Reber,
  • Huda Aldori
John W. Lang
Dr., Sheffield Üniversitesi
Beat Reber
Dr., Sheffield Üniversitesi
Huda Aldori
İş İnovasyonu Danışmanı

Yayınlanmış 25.03.2021

Anahtar Kelimeler

  • Değer Yaratma, Değer Yakalama, Entegre İş Modeli, Elektrikli Araçlar Paradigması, Ekosistemler, Platform Teknolojileri, Birimlere Ayrıştırma
  • Value Creation, Value Capture, Integrated Business Model, Electric Vehicles Paradigm, Ecosystems, Platform Technologies, Modularisation

Nasıl Atıf Yapılır

Tesla, değer yakalama ve değer yaratmaya entegre bir iş modeli ile elektrikli araçlar paradigmasında nasıl avantajlar yarattı. (2021). Business & Management Studies: An International Journal, 9(1), 385-404. https://doi.org/10.15295/bmij.v9i1.1790

Telif Hakkı (c) 2021 John W. Lang- Beat Reber- Huda Aldori

Creative Commons License

Bu çalışma Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License ile lisanslanmıştır.

Nasıl Atıf Yapılır

Tesla, değer yakalama ve değer yaratmaya entegre bir iş modeli ile elektrikli araçlar paradigmasında nasıl avantajlar yarattı. (2021). Business & Management Studies: An International Journal, 9(1), 385-404. https://doi.org/10.15295/bmij.v9i1.1790

Öz

Elektrikli araçların yayılmasına ve benimsenmesine doğru hareket eden giderek daha büyük bir malzeme araştırma veritabanı olmasına rağmen, bugüne kadar, içten yanmalı motor taşımacılığından elektrikli araçların enerji aktarma mekanizmalarına doğru paragdigmayı değiştirmeye yardımcı olmak için kullanılan, Tesla gibi firmaların, kavramsal bir çerçeve kullanılarak; ekosistemini, iş modelini, yeniliklerini ve modülerliğini aynı anda ilişkilendiren hiçbir araştırma yapılmamıştır. Bu makalenin amacı, önemli bir durum olarak, Tesla'nın ekosisteminin, iş modelinin, modülerliğinin ve yeniliklerinin, yeni bir araç platformuna ve iş modeli olan Elektrikli Araçlar paradigmasına nasıl katkıda bulunduğunu araştırmaktır. Makale, stratejik yönetim ve operasyon yönetimi literatüründen yararlanmakta ve ekosistem platformunun özellikleri, modüler yenilikler ve Tesla tarafından oluşturulan yeni bir iş modeli arasındaki ilişkiyi incelemektedir. Pil teknolojisi, Tesla platformunun ve farklılaşmasının odak noktası olmuştur ve elektrikli araç otomotiv endüstrisinin geleceği için savaş alanının önemli bir parçası olacağı tahmin edilmektedir, analizimiz genel otomotiv pazarlarına ve özellikle elektrikli araç pazarına yönelik, sürdürülebilir platform gelişimi için değer yaratan ve yakalayan, yıkıcı yaklaşımın ana dayanak noktası ve itici gücü olan Tesla İş Modeli’nin şekillenmesinin özelliklerini göstermektedir.

PDF (İngilizce)

Referanslar

  1. Adner, R., & Kapoor, R. (2016). Innovation ecosystems and the pace of substitution: Re‐examining technology S‐curves. Strategic management journal, 37(4), 625-648.
  2. Adner, R. (2006). Match your innovation strategy to your innovation ecosystem. Harvard business review, 84(4), 98.
  3. Adner, R. (2017). Ecosystem as structure: An actionable construct for strategy. Journal of management, 43(1), 39-58.
  4. Aggeri, F., Elmquist, M., & Pohl, H. (2009). Managing learning in the automotive industry–the innovation race for electric vehicles. International Journal of Automotive Technology and Management, 9(2), 123-147.
  5. Autio, E., & Thomas, L. (2014). Innovation ecosystems (pp. 204-288). The Oxford handbook of innovation management.
  6. Baldwin, C. Y., Clark, K. B., & Clark, K. B. (2000). Design rules: The power of modularity (Vol. 1). MIT press.
  7. Bartman, T., 2015. Why Tesla Won't Be Able to Scale. Harvard Business Review, 2-5.
  8. BCG, 2016 Batteries for Electric Cars: Challenges, Opportunities, and the Outlook to 2020, The Boston Consulting Group
  9. Bohnsack, R., Pinkse, J., & Kolk, A. (2014). Business models for sustainable technologies: Exploring business model evolution in the case of electric vehicles. Research Policy, 43(2), 284-300.
  10. Bontempo, José-Vitor, Chaves Alves, Flavia, de Almeida Oroski, Fabio, 2017. Developing new platform chemicals: what is required for a new bio-based molecule to become a platform chemical in the bioeconomy? Faraday Discuss 202 (0), 213–225. https:// doi.org/10.1039/C7FD00052A.
  11. Brusoni S, Principe A, Pavitt K. (2001). Knowledge specialization, organizational coupling, and the boundaries of the firm. Administrative Science Quarterly 46(4): 597– 621.
  12. Cacciatori, E., Jacobides, M.G., 2005. The dynamic limits of specialization: vertical integration reconsidered. Organ. Stud. 26, 1851–1883.
  13. Casadesus-Masanell, R., & Yoffie, D. B. (2007). Wintel: Cooperation and conflict. Management Science, 53(4), 584-598.
  14. Chen, Y., & Perez, Y. (2018). Business model design: lessons learned from Tesla Motors. In Towards a Sustainable Economy (pp. 53-69). Springer, Cham.
  15. Chen, S., Wang, Y., & Tseng, M. M. (2009). Mass customisation as a collaborative engineering effort. International Journal of Collaborative Engineering, 1(1-2), 152-167.
  16. Chesbrough, H. W. (2003). Open innovation: The new imperative for creating and profiting from technology. Harvard Business Press.
  17. Chesbrough, H. (2010). Business model innovation: opportunities and barriers. Long range planning, 43(2-3), 354-363.
  18. Cheong, T., Song, S. H., & Hu, C. (2016). Strategic alliance with competitors in the electric vehicle market: tesla motor’s case. Mathematical Problems in Engineering, 2016.
  19. Christensen, C. M. (1997). Marketing strategy: learning by doing. Harvard business review, 75(6), 141-151.
  20. Christensen, C. M., & Rosenbloom, R. S. (1995). Explaining the attacker's advantage: Technological paradigms, organizational dynamics, and the value network. Research policy, 24(2), 233-257.
  21. Dhanaraj, C., & Parkhe, A. (2006). Orchestrating innovation networks. Academy of management review, 31(3), 659-669.
  22. Dougherty, D., & Dunne, D. D. (2011). Organizing ecologies of complex innovation. Organization Science, 22(5), 1214-1223.
  23. Dutta, S., Lanvin, B., & Wunsch-Vincent, S. (Eds.). (2018). Global innovation index 2018: Energizing the world with innovation.
  24. Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of management journal, 50(1), 25-32.
  25. Eisenhardt, K., Gawer, A., & Hannah, D. (2018, July). Shaping Sectors, Changing Architectures, Constructing Ecosystems. In Academy of Management Proceedings (Vol. 2018, No. 1, p. 12100). Briarcliff Manor, NY 10510: Academy of Management.
  26. Ethiraj, S. K., & Levinthal, D. A. N. I. E. L. (2002). Search for architecture in complex worlds: an evolutionary perspective on modularity and the emergence of dominant designs. Wharton School, University of Pennsylvania, pdf copy.
  27. Faizan, R., & Haque, A.U. (2019). Working Efficiency of Contrasting Genders under Eustress, Distress, Hyper-Stress, and Hypo-Stress, Prabandhan: Indian Journal of Management, 12(11), 32-46.
  28. Fleming, L., & Sorenson, O. (2001). The Dangers of Modularity. Harvard Business Review, 79(8), 20-21.
  29. Fojcik, T. M. (2013). Exploitation, exploration and the ambidextrous design choice in the transition to electric vehicles–an analysis of small and medium-sized automotive suppliers in Germany. International Journal of Automotive Technology and Management 20, 13(4), 354-371.
  30. Foster, R. N. (1986). Working the S-curve: assessing technological threats. Research Management, 29(4), 17-20.
  31. Furr, N., & Dyer, J. (2020). Lessons from Tesla’s approach to innovation. Harvard Business Review, available at: https://hbr. org/2020/02/lessons-from-teslas-approach-to-innovation.
  32. Gastaldi, Luca, Paolo Appio, Francesco, Martini, Antonella, Corso, Mariano, 2015. Academics as orchestrators of continuous innovation ecosystems: towards a fourth generation of CI initiatives. Int. J. Technol. Manag. 68 (1–2), 1–20. https://doi.org/ 10.1504/ijtm.2015.068784.
  33. Gawer, A. (2014). Bridging differing perspectives on technological platforms: Toward an integrative framework. Research policy, 43(7), 1239-1249.
  34. Gawer, A., Phillips, N., 2013. Institutional work as logics shift: the case of Intel's transformation to platform leader. Organ. Stud. 34, 1035–1071.
  35. Gawer, A., Cusumano, M.A., 2014. Industry platforms and ecosystem innovation. J. Prod. Innov. Manag. 31, 417–433. http://dx.doi.org/10.1111/jpim.12105.
  36. Gomes, Augusto de Vasconcelos, Leonardo, Lucia Figueiredo Facin, Ana, Sergio Salerno, Mario, Ikenami, Rodrigo Kazuo, 2018. Unpacking the innovation ecosystem con- struct: evolution, gaps and trends. Technol. Forecast. Soc. Chang. 136, 30–48.
  37. Granovetter, M. S. (1973). The strength of weak ties. American journal of sociology, 78(6), 1360-1380.
  38. Granstrand, O., & Holgersson, M. (2020). Innovation ecosystems: A conceptual review and a new definition. Technovation, 90, 102098.
  39. Gusakov, A., Haque, A.U., & Jogia, A.V. (2020). Mechanisms to Support Open Innovation in Smart Tourism Destinations: Managerial Perspective and Implications, Polish Journal of Management Studies, 21(2), 142-161.
  40. Hacki, R., & Lighton, J. (2001). The future of the networked company. The McKinsey Quarterly, (3), 26.
  41. Hannah, D. P., & Eisenhardt, K. M. (2018). How firms navigate cooperation and competition in nascent ecosystems. Strategic Management Journal, 39(12), 3163-3192.
  42. Haque, A.U., Yamoah, F., & Sroka, W. (2020). Willingness to Reduce Food Choice in Favour of Sustainable Alternatives: The Role of Government and Consumer Behaviour (chapter 3), In: W. Sroka (ed), Perspectives on Consumer Behaviour, Springer.
  43. Haque, A.U., Sher, A., & Urbański, M. (2020). Is the role of Authentic Leadership Effective in Managing Occupational Stress and Psychological Capital? Forum Scientiae Oeconomia, 8(2), 59-77.
  44. Hearn, G., & Pace, C. (2006). Value‐creating ecologies: understanding next generation business systems. Foresight.
  45. Iansiti, M., & Levien, R. (2004). Creating value in your business ecosystem. Harvard Business Review, 3, 68-78.
  46. Jacobides, M. G., Cennamo, C., & Gawer, A. (2018). Towards a theory of ecosystems. Strategic management journal, 39(8), 2255-2276.
  47. Kim, J. (2016). The platform business model and business ecosystem: Quality management and revenue structures. European Planning Studies, 24(12), 2113-2132.
  48. Kley, F., Lerch, C., & Dallinger, D. (2011). New business models for electric cars—A holistic approach. Energy policy, 39(6), 3392-3403.
  49. Kot, S., Haque, A.U., and Baloch, A. (2020). Supply Chain Management in SMEs: Global Perspective, Montenegrin Journal of Economics, 16(1), 87-104.
  50. KPMG Global Automotive Executive Survey 2017a
  51. KPMG Innovation Convergence Unlocks New Paradigms, kpmg.com/techinnovation, 2017b
  52. KPMG The Changing Landscape of Disruptive Technologies, kpmg.com/Technovation, 2017
  53. Kukk, P., Moors, E.H.M., Hekkert, M.P., 2015. The complexities in system building strategies — the case of personalized cancer medicines in England. Technol. Forecast. Soc. Chang. 98, 47–59.
  54. Leten, B., Vanhaverbeke, W., Roijakkers, N., Clerix, A., & Van Helleputte, J. (2013). IP models to orchestrate innovation ecosystems: IMEC, a public research institute in nano-electronics. California management review, 55(4), 51-64.
  55. MacDuffie, J. P. (2013). Modularity‐as‐property, modularization‐as‐process, and ‘modularity'‐as‐frame: Lessons from product architecture initiatives in the global automotive industry. Global Strategy Journal, 3(1), 8-40.
  56. McKinsey Inc. 2016. Evolution: Electric Vehicles in Europe: Gearing up for a New Phase? McKinsey Quarterly 2016
  57. Moore, J. F. (1993). Predators and prey: a new ecology of competition. Harvard business review, 71(3), 75-86.
  58. N S Energy (2020). Power Mission Clean Technology, accessed January 10th, 2021
  59. Nambisan, S., & Baron, R. A. (2013). Entrepreneurship in innovation ecosystems: Entrepreneurs’ self–regulatory processes and their implications for new venture success. Entrepreneurship theory and practice, 37(5), 1071-1097.
  60. Rahman, M., Kamal, M. M., Aydin, E., & Haque, A. U. Impact of Industry 4.0 drivers on the performance of the service sector: comparative study of cargo logistic firms in developed and developing regions, Production Planning & Control, Special Issue, DOI: 10.1080/09537287.2020.1810758.
  61. Rong, K., Shi, Y., Shang, T., Chen, Y., & Hao, H. (2017). Organizing business ecosystems in emerging electric vehicle industry: Structure, mechanism, and integrated configuration. Energy Policy, 107, 234-247.
  62. Sanchez, R. (1996). Strategic product creation: Managing new interactions of technology, markets, and organizations. European management journal, 14(2), 121-138.
  63. Sanchez, R. (1999). Modular architectures in the marketing process. Journal of marketing, 63(4_suppl1), 92-111.
  64. Sanchez, R., & Mahoney, J. T. (1996). Modularity, flexibility, and knowledge management in product and organization design. Strategic management journal, 17(S2), 63-76.
  65. Schilling, M. A. (2000). Toward a general modular systems theory and its application to interfirm product modularity. Academy of management review, 25(2), 312-334.
  66. Scozzi, Barbara, Bellantuono, Nicola, Pontrandolfo, Pierpaolo, 2017. Managing open innovation in Urban labs. Group Decis. Negot. 26 (5), 857–874. https://doi.org/10. 1007/s10726-017-9524-z.
  67. Simon, H. A. (1972). Complexity and the representation of patterned sequences of symbols. Psychological review, 79(5), 369.
  68. Ślusarczyk, B., & Haque, A.U. (2019). Public services for business environment: challenges for implementing Industry 4.0 in Polish and Canadian logistic enterprises. Administratie si Management Public, (33), pp. 57-76.
  69. Ślusarczyk, B., Tvaronaviciene, M., Haque, A.U., & Olah, J. (2020). Predictors of Industry 4.0 Technologies affecting logistic enterprises' performance: International perspective from economic lens, Technological and Economic Development, 26(2), 1-21, DOI: 10.3846/tede.2020.13376
  70. Stringham, E. P., Miller, J. K., & Clark, J. (2015). Overcoming Barriers to Entry in an Established Industry: TESLA MOTORS. https://doi.org/10.1525/cmr.2015.57.4.85
  71. Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 43(2-3), 172-194.
  72. Teece, D. J., & Linden, G. (2017). Business models, value capture, and the digital enterprise. Journal of organization design, 6(1), 1-14.
  73. Turrentine, T. S., & Kurani, K. S. (2007). Car buyers and fuel economy? Energy policy, 35(2), 1213-1223.
  74. Tushman, M. L., & Anderson, P. (1986). Technological discontinuities and organizational environments. Administrative science quarterly, 439-465.
  75. Ulrich, K & Eppinger, S. (1999). Product Design and Development, McGraw-Hill
  76. Wareham, J., Fox, P. B., & Cano Giner, J. L. (2014). Technology ecosystem governance. Organization science, 25(4), 1195-1215.
  77. Urbański, M., and Haque, A.U. (2020). Are You Environmentally Conscious Enough to Differentiate between Greenwashed and Sustainable Items? A Global Consumers Perspective, Sustainability, 12(5), 1-26.
  78. Weiller, C., Shang, T., Neely, A., & Shi, Y. (2015). Competing and co–existing business models for EV: lessons from international case studies. International Journal of Automotive Technology and Management, 15(2), 126-148.
  79. Wruck, K. H., & Jensen, M. C. (1998). Coordination, Control, and the Management of Organizations: Course Content and Materials (3rd of 4 Ccmo Documents). Control, and the Management of Organizations: Course Content and Materials (3rd of 4 Ccmo Documents) (April 20, 1998).
  80. Yin, R. K. (1994). Discovering the future of the case study. Method in evaluation research. Evaluation practice, 15(3), 283-290.
  81. Zott, C., Amit, R., & Massa, L. (2011). The business model: recent developments and future research. Journal of management, 37(4), 1019-1042.
  82. Zulkarnain., Leviäkangas, P., Kinnunen, T. and Kess, P., 2014. The electric
  83. vehicles ecosystem model: Construct, analysis and identification of key challenges. Managing Global Transitions, 12(3), p.253.

Benzer Makaleler

Bu makale için ayrıca gelişmiş bir benzerlik araması başlat yapabilirsiniz.