Value Creation for Intelligent Connected Vehicles: An Industry Value-Chain Perspective

Xu, Xiangxuan

doi:10.1007/978-3-319-96902-2_3

Cited by 2 publications

(3 citation statements)

References 18 publications

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“…Substituting p d * , e d * , w d * 1 , w d * 2 , θ d * into (8), ( 9), (10), and (11), respectively, we get: 8…”

Section: Decision-making Model For Nonsharing Of Innovation Costs In ...mentioning

confidence: 99%

“…e ICV industry is the product of the deep integration of the automotive industry and the new generation of information technology. It integrates technologies in many fields such as automobiles, transportation, communications, the Internet, and big data, forming an industrial chain that integrates multiple industries [9,11]. e industrial chain of intelligent networked vehicles is divided into three parts: upper, middle, and lower.…”

Section: Introductionmentioning

confidence: 99%

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Optimization and Benefit Analysis of Intelligent Networked Vehicle Supply Chain Based on Stackelberg Algorithms

Cheng

Geng

Zheng

et al. 2022

Scientific Programming

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With the rapid development of intelligent technology, the construction of smart cities with the goal of creating a harmonious human life has become a new hot spot in the world. A new round of information technology revolution, represented by the Internet, big data, cloud computing, artificial intelligence (AI), and fifth-generation mobile communications (5G), is driving profound changes in the automotive industry. Smart vehicles (also known as intelligent connected vehicles) that integrate many high-tech technologies to provide safer, more convenient, and low-carbon comprehensive travel solutions have become an inevitable form of future vehicles. This paper constructs a three-level supply chain consisting of high-performance chip suppliers, smart car manufacturers, and retailers. On the basis of considering the level of product innovation and sales effort, Stackelberg game method is used to study the influence of each player in the supply chain on each parameter and the profit of each player under three scenarios: centralized decision making, nonsharing of innovation cost, and sharing of innovation cost. The results show that: when the level of sales effort has nothing to do with the level of innovation, the level of product innovation and the total profit of the supply chain increase with the improvement of the retailer’s sales ability; when the level of sales effort is related to the level of innovation, the level of product innovation under the cost-sharing decision model is greater than the case of no cost sharing, but the total profit of the supply chain is less than the case of no cost sharing.

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“…Substituting p d * , e d * , w d * 1 , w d * 2 , θ d * into (8), ( 9), (10), and (11), respectively, we get: 8…”

Section: Decision-making Model For Nonsharing Of Innovation Costs In ...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Optimization and Benefit Analysis of Intelligent Networked Vehicle Supply Chain Based on Stackelberg Algorithms

Cheng

Geng

Zheng

et al. 2022

Scientific Programming

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“…The goal of management system should be to support sustainable business continuity with innovative actions (Xu, 2019).…”

Section: Figure 2 a Profile Of Ict Based Management Scheme (Authors' mentioning

confidence: 99%

A Conceptualisation of Innovative Irganisation of an ICT Company: A Focus on the Impact of 'İnnovative Milieu

Oe¹,

Son²

2020

TR1010

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This paper investigates key elements for supporting strategic management behaviour with actionable implications for multinational corporations in the ICT business sector. Design/methodology/approach: Samsung was chosen as a research case. A qualitative approach was applied to this study to develop a discussion framework with key elements which support innovative organisational behaviour. Findings: From an analysis of secondary data of academic discussions relating with business behaviour of Samsung, five key themes were developed (e.g., Direction and driving force; Understanding the market; Management system; Organisational strategies; Review & evaluation). Further discussions were expanded from the framework with five key themes revealed a catalytic factor to foster an innovative behaviour of the organisation. Discussions: It has been found that close communications with stakeholders and the impact of innovative milieu should be a catalytic factor to enhance dynamic innovative actions within the organisation. Especially in the competitive ICT business sector, it has been suggested that the inter-organisational and internal learning attitudes covering both individuals and organisational proactiveness should be focused to sustain the businesses. Moreover, organisational innovation can be achieved from the collaborative 'innovative milieu' which enhances the proactive innovations.

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Value Creation for Intelligent Connected Vehicles: An Industry Value-Chain Perspective

Cited by 2 publications

References 18 publications

Optimization and Benefit Analysis of Intelligent Networked Vehicle Supply Chain Based on Stackelberg Algorithms

Optimization and Benefit Analysis of Intelligent Networked Vehicle Supply Chain Based on Stackelberg Algorithms

A Conceptualisation of Innovative Irganisation of an ICT Company: A Focus on the Impact of 'İnnovative Milieu

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