Competing and co-existing business models for EV: lessons from international case studies

Weiller, Claire; Shang, Tianjiao; Neely, Andy; Shi, Yongjiang

doi:10.1504/ijatm.2015.068543

Cited by 32 publications

(16 citation statements)

References 24 publications

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“…Others, like Nissan, use the open market. Others, like Wanxiang, use ecosystems-with distinct and incompatible ways of charging, and protected by different standards, but where participants have significant autonomy (Weiller, Shang, Neely, & Shi, 2015). 29 This also offers a cautionary note on our interpretation of the increasing number of ecosystem studies, as the findings of both mechanisms and outcomes will heavily depend on the nature of interdependencies.…”

Section: Ecosystem Value Creation/capturementioning

confidence: 99%

Towards a theory of ecosystems

Jacobides

Cennamo

Gawer

2018

Strategic Management Journal

2,008

920

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Research Summary: The recent surge of interest in "ecosystems" in strategy research and practice has mainly focused on what ecosystems are and how they operate. We complement this literature by considering when and why ecosystems emerge, and what makes them distinct from other governance forms. We argue that modularity enables ecosystem emergence as it allows a set of distinct yet interdependent organizations to coordinate without full hierarchical fiat. We show how ecosystems address multilateral dependences based on various types of complementarities-supermodular or unique, unidirectional or bidirectional-which determine the ecosystem's value-add. We argue that at the core of ecosystems lie nongeneric complementarities, and the creation of sets of roles that face similar rules. We conclude with implications for mainstream strategy and suggestions for future research. Managerial Summary: We consider what makes ecosystems different from other business constellations, including markets, alliances, or hierarchically managed supply chains. Ecosystems, we posit, are interacting organizations, enabled by modularity, not hierarchically managed, bound together by the nonredeployability of their collective investment elsewhere. Ecosystems add value as they allow managers to coordinate their multilateral dependence through sets of roles that face similar rules, thus obviating the need to enter into customized contractual agreements with each partner. We explain how different types of complementarities (unique or supermodular, generic or specific, uni-or bi-directional) shape ecosystems and offer a "theory of ecosystems" that can explain what they are, when they emerge, and why alignment occurs. Finally, we outline the critical factors affecting ecosystem emergence, evolution, and success-or failure.

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Section: Ecosystem Value Creation/capturementioning

confidence: 99%

Towards a theory of ecosystems

Jacobides

Cennamo

Gawer

2018

Strategic Management Journal

2,008

920

View full text Add to dashboard Cite

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“…; Kley et al, 2011). Sustainability challenges have, however, challenged this conservativeness (Orsato and Wells, 2007;Wells, 2010) and the advent of EVs has lead to a period of business model innovation (Weiller et al, 2015;Proff and Fojcik, 2015;Kley et al, 2011). This has included willingness on the part of automotive firms to diversify into providing complementary products (Krommes and Schmidt, 2017) and into service provision (Kessler and Stephan, 2013).…”

Section: Range Extenders As Range Adaptionmentioning

confidence: 99%

Range extenders: an innovative approach to range anxiety in electric vehicles

Clarke

Piterou

2019

IJATM

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Electric vehicles have been a source of major innovation but the problem of vehicle range persists. Range extenders, auxiliary power units that can be attached to vehicles as a trailer, seek to solve the problem by providing additional range during longer journeys. This study uses patent data, social network analysis and qualitative data to examine the development of this technology. It finds that small firms have made significant progress in technological terms and have also designed credible business models. They have met resistance from larger vehicle manufacturers, however, whose preference is to wait for developments in battery density despite great uncertainty as to when these will come.

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“…The crucial role of business models is recognized in driving sustainable transitions [2]. For instance, an innovative business model can result in diffusion of sustainable energy technologies in developing countries [3], and as a result can facilitate the uptake of electric vehicle technology [4]. According to Geissdoerfer et al [5], a significant approach to achieve competitive advantage and improve and challenges in developing countries, Harish et al [26] argue that micro-finance banks can play an important role as a sales channel of business models for renewables due to their local market knowledge.…”

Section: Introductionmentioning

confidence: 99%

Challenges and Opportunities of Business Models in Sustainable Transitions: Evidence from Solar Energy Niche Development in Lebanon

Elmustapha

Hoppe

2020

Energies

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Although business models presumably have a prominent role in socio-technical change remarkably little research has been conducted in this domain, more particularly in the context of developing economies. In this paper, we tap into this knowledge gap and study business model components and the challenges they face. We argue that the market value of renewable energy technologies will increase when new business models are implemented to overcome financial and institutional challenges. We complement concepts of the business model literature with the insights from the sustainable transitions literature. This paper addresses two research questions: What are the challenges of business and financial models in the transition towards decentralized solar energy driven systems? And what are the promising opportunities for new business models in a developing country context? To answer these research questions, we use a case study research design focusing on niche market development of solar thermal and solar photovoltaic (PV) technology in Lebanon. Data collection involved analysis of relevant text documents and expert interviews with 30 informants across different groups of stakeholders. Data analysis involved qualitative interpretation of collected data against concepts from the business model and Strategic Niche Management literatures. The results show that business model challenges initially were highly dependent on donor aid, which contributed to the launch and network creation of niche markets. Later, a shift to micro-finance and business startup models was observed, which showed promising development. Knowledge transfer and community empowerment were found to play an important role in developing new business models that involve consumers more closely. As this development is expected to take place more often, we expect that new opportunity pathways will develop in developing economies like Lebanon.

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Competing and co-existing business models for EV: lessons from international case studies

Cited by 32 publications

References 24 publications

Towards a theory of ecosystems

Towards a theory of ecosystems

Range extenders: an innovative approach to range anxiety in electric vehicles

Challenges and Opportunities of Business Models in Sustainable Transitions: Evidence from Solar Energy Niche Development in Lebanon

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