State of Economic Research, Sourcing Risks, and Capital Market Perception
4. E-mobility and capital market perception
“For a successful technology, reality must take precedence over public relations, for Nature cannot be fooled.”
From an automotive firm’s perspective, the concept of E-mobility raises several strategic management decisions. The development of electric vehicles and the necessary integration of technologies is very costly and could quickly turn out to be a very risky venture for car makers. This is even truer if new series models cannot be offered at competitive prices or design and subsequently fail in the market. Otherwise, it could be as risky for car makers to ignore the trend and to be incrementally driven out of business. This ambiguity leads to the management question of how to gain competence in the field and access new markets without going to much into risk. That applies all the more for the emerging E-mobility industry, as many fields of technological knowledge originate from other, external industries, such as the chemical industry (Kasperk and Drauz, 2013; Proff and Proff, 2013).
In the automotive industry, partnership and cooperation is an usual, well-known and frequently applied strategy. Especially the idea of accessing new, broader markets but also the issue of developing (technological) competence has led to a huge number of cooperations in the industry (Wallentowitz et al., 2010). In the context of diminishing fossil fuels and climate change, the industry and its cooperative structures is facing major changes (Hanselka and Jöckel, 2010; Lienkamp, 2012). The observation of uncertainty in the market...
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