Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

A review of global automotive industry’s competitive strategies

A review of global automotive industry’s competitive strategies The purpose of this paper is to study the latest global automotive industry’s competitive strategies comprehensively before being categorized into countries, automakers and other scholars.Design/methodology/approachIn total, 54 most relevant articles have been chosen from various journals and databases between the years 2017 and 2018 with search items “Competitive” and “Automotive” for the most updated review. Based on findings, there are total 133 competitive strategies.FindingsBased on the review and analysis of the literature, all of these three categories, countries, automakers and other scholars, are using new product development (NPD) as a competitive strategy. As a result, further research on NPD, specifically in the automotive industry area, is vital for industry’s competitiveness based on this study.Research limitations/implicationsFirms are advised to be ahead from the competitors in terms of business model or in their management in order to attain sustainability. However, to the authors’ best knowledge, there is no comprehensive review on competitive strategies for automotive globally by countries, automakers and other scholars.Practical implicationsThe competitive strategies are reviewed comprehensively so that other than guiding the further research, they can help automakers, especially from developing countries, to improve the strategies suitable to the current trend.Social implicationsAutomotive industry plays a key role in the day-to-day activity of human life by not only providing mobility but also having an enormous impact of the industry on economic, environmental and social activities throughout the globe.Originality/valueMost of the articles reviewed related to certain country or comparison between the countries, and certain automaker or comparison between the automakers, but still no study about comprehensive review globally covered in the larger scope, divided into three categories; countries, automakers and other scholars even though the study is vital not only to academicians but also to practitioners. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png World Journal of Science, Technology and Sustainable Development Emerald Publishing

A review of global automotive industry’s competitive strategies

Download PDF
14 pages

Loading next page...
 
/lp/emerald-publishing/a-review-of-global-automotive-industry-s-competitive-strategies-mc4dt40o0c
Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
2042-5945
DOI
10.1108/wjstsd-10-2018-0060
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to study the latest global automotive industry’s competitive strategies comprehensively before being categorized into countries, automakers and other scholars.Design/methodology/approachIn total, 54 most relevant articles have been chosen from various journals and databases between the years 2017 and 2018 with search items “Competitive” and “Automotive” for the most updated review. Based on findings, there are total 133 competitive strategies.FindingsBased on the review and analysis of the literature, all of these three categories, countries, automakers and other scholars, are using new product development (NPD) as a competitive strategy. As a result, further research on NPD, specifically in the automotive industry area, is vital for industry’s competitiveness based on this study.Research limitations/implicationsFirms are advised to be ahead from the competitors in terms of business model or in their management in order to attain sustainability. However, to the authors’ best knowledge, there is no comprehensive review on competitive strategies for automotive globally by countries, automakers and other scholars.Practical implicationsThe competitive strategies are reviewed comprehensively so that other than guiding the further research, they can help automakers, especially from developing countries, to improve the strategies suitable to the current trend.Social implicationsAutomotive industry plays a key role in the day-to-day activity of human life by not only providing mobility but also having an enormous impact of the industry on economic, environmental and social activities throughout the globe.Originality/valueMost of the articles reviewed related to certain country or comparison between the countries, and certain automaker or comparison between the automakers, but still no study about comprehensive review globally covered in the larger scope, divided into three categories; countries, automakers and other scholars even though the study is vital not only to academicians but also to practitioners.

Journal

World Journal of Science, Technology and Sustainable Development – Emerald Publishing

Published: Sep 13, 2019

Keywords: Competitiveness; Automotive; New product development

References

  • Impact of service operation strategies on the supply chain performance of private automobile companies in Ghana
    Akafia, E.K.; Muntaka, A.S.; Boahen, S.
  • Mid-range management theory: competence perspectives on modularity and dynamic capabilities
    Albers, A.; Krämer, L.; Arslan, M.
  • Enhancing promotional strategies within automotive companies in Malaysia
    Ali, N.A.M.; Gafar, M.H.A.; Akbar, J.
  • Design logistics performance measurement model of automotive component industry for strengthening competitiveness of dealing AEC 2015
    Amran, T.G.; Yose, M.J.
  • Competitiveness analysis of ASEAN automotive industry: a comparison between Malaysia and Thailand
    Ariffin, A.S.; Sahid, M.L.I.
  • Cooperation in R&D, firm size and type of partnership: evidence for the Spanish automotive industry
    Badillo, E.R.; Galera, F.L.; Serrano, R.M.
  • Introduction to innovation in the east Asian automotive industry: exploring the interplay between product architectures, firm strategies, and national innovation systems
    Bartnik, R.; Wilhelm, M.; Fujimoto, T.
  • Risk management in automotive manufacturing process based on FMEA and grey relational analysis: a case study
    Baynal, K.; Sari, T.; Akpinar, B.
  • The role of international trade in improving the competitiveness of Saint Petersburg
    Bazhenov, Y.N.; Elsukov, M.Y.; Podshuveit, O.V.
  • A driver in every car: when the auto industry says jump, do governments say ‘how high?’
    Buigues, P.A.
  • A link between post-acquisition acculturation and project management maturity: a case study research in the automotive industry
    Carvalho, B.d.O.; Ogasavara, M.H.
  • The effects of R&D and innovation capabilities on the Thai automotive industry part’s competitive advantage: a SEM approach
    Chamsuk, W.; Fongsuwan, W.; Takala, J.
  • The Chinese automobile market and the strategies of European, American, Japanese, Korean and Chinese auto makers
    Chen, J.
  • Multi-period efficiency and productivity changes in global automobile: a VRS–VRM and SML productivity index approach
    Choi, K.; Kim, C.; Kim, H.J.
  • Influence green logistics management on performance of registered automotive firms in Kenya
    Chrisostom, A.O.; Monari, F.
  • Flexibility challenges in automotive assembly, an approach to stay competitive
    Diffner, B.; Björkman, M.; Johansen, K.
  • Basic characteristics of competitive relations in the after-sales market of motor vehicles in Serbia
    Domazet, I.; Stosic, I.
  • Perception of TQM implementation and perceived cost of poor quality: a case study of local automotive company’s supplier
    Esa, F.; Yusof, Y.
  • Geographic patterns in the automotive industry
    Ferrara, G.
  • The mediating effect of lean’s soft factors on lean’s hard factors and operational excellence in Malaysia manufacturing companies
    Fok-Yew, O.
  • Cluster and R&D affecting the competitive advantage of the mould and die sector in the Thai automotive industry
    Fongsuwan, W.; Chamsuk, W.; Tawinunt, K.; Tiengtavaj, S.; Dansomboon, S.; Takala, J.
  • The world’s most innovative companies in the period 2015-2016
    George, T.S.; Catalin, G.
  • Sustainable performance measures for Malaysian automotive industry
    Habidin, N.F.; Zubir, A.F.M.; Fuzi, N.M.; Latip, N.A.M.; Azman, M.N.A.
  • Disruption in the automotive industry: a Cambrian moment
    Hernández, X.F.; Pons, E.T.; Serrat, N.A.
  • The role of suppliers in enabling differing innovation strategies of competing multinationals from emerging and advanced economies: German and Chinese automotive firms compared
    Hertenstein, P.; Williamson, P.J.
  • Forms of innovation-insights from product development
    Holtskog, H.
  • Review and analysis of issues related to the implementation of knowledge management practices in Indian automotive SMEs
    Ibrahim, S.; Vasudevan, H.
  • Factors influencing Japanese auto suppliers’ predictions about the future of new technologies – an exploratory study of electric vehicles
    Ishida, S.; Magnusson, M.; Nagahira, A.
  • A Comparison of German and Indian innovation pathways in the auto component industry
    Kalogerakis, K.; Fischer, L.; Tiwari, R.
  • Power of automotive supplier cluster: the case of BMW in South Carolina
    Karayel, S.
  • An analysis on the factors for building the style design competitiveness of the domestic automotive industry
    Koo, S.
  • Determinants of SME Integration into global value chains: evidence from Indian automotive component manufacturing industry
    Kotturu, C.M.V.V.; Mahanty, B.
  • Performance of South African automotive exports under the African growth and opportunity act from 2001 to 2015
    Lamprecht, N.; Tolmay, A.S.
  • Korea’s foreign direct investment in the automotive industry in China
    Lee, J.; Mah, J.S.
  • Foreign direct investment flows from China to Korea in the automobile industry
    Lee, K.-H.; Mah, J.S.
  • Emerging issues in car purchasing decision
    Lee, T.W.; Govindan, S.
  • Innovation model analysis of new energy vehicles: taking Toyota, Tesla and BYD as an example
    Liu, J.H.; Meng, Z.
  • Contemporary tools and approach for project management sustainability in Indian automotive industry
    Loganathan, Y.D.
  • The influence of reputation on supplier selection: an empirical study of the European automotive industry
    Manello, A.; Calabrese, G.
  • Analysing open innovation integration to product development processes within the Brazilian automotive industry
    Marin, R.O.; Kaminski, P.C.
  • Sustainable supply chain management practices in Indian automotive industry: a multi-stakeholder view
    Mathivathanan, D.; Kannan, D.; Haq, A.N.
  • Adoption of JMM practices – a key to performance improvement of a local automotive industry
    Mohiuddin, A.; Julia, H.A.J.; Khan, A.A.; Karim, A.N.M.
  • The commoditisation of automotive assembly: Canada as a cautionary tale
    Mordue, G.; Sweeney, B.
  • Industrial Revolution (IR): the first IR to the fourth
  • Growth strategy of a contract automobile manufacturer in Turkey during the 2008–2009 financial crisis
    Oz, I.O.; Balsari, C.K.
  • Developing sustainable marketing strategy for electric vehicle (EV) – automotif
    Pahurkar, R.N.; Metha, P.
  • Renewable energy potential in the automotive sector: Czech regional case study
    Pechancová, V.
  • Supplier relationship management towards quality management system of Indian automotive manufacturing industry – a total interpretive structural modeling approach
    Pothal, L.K.; Tripathy, S.; Satapathy, S.
  • Productivity improvement picking order by appropriate method, value stream mapping analysis, and storage design: a case study in automotive part center
    Purba, H.H.; Mukhlisin; Siti, A.
  • Moderating effect of environmental turbulence on firm’s technological innovation capabilities (TIC) and business performance in the automotive industry in Malaysia: a conceptual framework
    Rahim, F.T.; Zainuddin, Y.
  • Business model for sustainable development: an insight from Malaysian automotive industry
    Rashid, N.; Shami, S.A.
  • Product quality as factors and measures for new product development success in Indian manufacturing industries
    Roy, S.; Modak, N.; Dan, P.K.
  • A review on green supply chain management in automobile industry
    Sanghavi, P.; Rana, Y.; Shenoy, S.; Yadav, R.
  • Investigation of location dynamics of automotive industry: the case of Kocaeli/Turkey
    Senlier, N.; Salihoglu, T.
  • Market performance implications of modularization: evidence from global auto firms operating in China
    Seyoum, B.; Lian, Y.
  • Force field analysis of Indian automotive strategic sourcing risk management enablers and barriers
    Sharma, S.; Singh, R.; Matai, R.
  • Embracing green technology innovation through strategic human resource management: a case of an automotive company
    Shatouri, R.M.; Omar, R.; Igusa, K.; Filho, F.d.S.P.
  • Malaysia automotive industry: moving toward energy efficient vehicle era
    Shukor, M.S.; Sulaiman, Z.; Chin, T.A.; Mas’od, A.
  • Economic consequences of financial stability violation of world automotive corporations
    Smerichevskyi, S.; Kryvoviaziuk, I.; Raicheva, L.
  • The restructuring of Canada’s automotive industry, 2005-2014
    Sweeney, B.A.; Mordue, G.D.
  • Ensuring competitive advantage through innovation capability and clustering in the Thai automotive parts molding industry: a SEM approach
    Tiengtavaj, S.; Phimonsathienand, T.; Fongsuwan, W.
  • Green supply chain management: an investigation of pressures, practices, and performance within the Brazilian automotive supply chain
    Vanalle, R.M.; Ganga, G.M.D.; Filho, M.G.; Lucato, W.C.
  • Strategic mistakes (AVOIDABLE): the topicality of Michel Porter’s generic strategies
    Viltard, L.A.
  • International production networks in the automotive industry: drivers and enablers
    Winroth, M.; Bennett, D.
  • Policy support for own-brand innovation in China’s auto industry: Panacea or Placebo?
    Yang, D.; Chin, T.; Liu, R.-H.; Yao, Z.
  • What shapes automotive investment decisions in a contemporary global economy?
    Yates, C.; Lewchuk, W.
  • An outlook to the social media strategies for automotive industry in Turkey
    Yuksekbilgili, Z.; Bagkur, M.
  • Creating cross-functional strategic consensus in manufacturing facilities
    Feger, A.L.R.