Bibliographic Metadata

Innovation strategies for SMEs: the case of component suppliers in the automotive inudstry / Matthias Schmid
AuthorSchmid, Matthias
CensorGruber, Marc
PublishedWien, 2017
DescriptionV, 55 Blätter : Illustrationen, Diagramme
Institutional NoteTechnische Universität Wien, Master Thesis, 2017
Institutional NoteWirtschaftsuniversität Wien, Master Thesis, 2017
Document typeMaster Thesis
Keywords (DE)Automotive / Disruptive technology / Innovation strategy / SME / Component supplier / Alternative fuel vehicle
URNurn:nbn:at:at-ubtuw:1-101758 Persistent Identifier (URN)
 The work is publicly available
Innovation strategies for SMEs: the case of component suppliers in the automotive inudstry [2.03 mb]
Abstract (English)

Statements like 'Your petrol-fueled car will become a thing of the past' is not really new, except it comes from the CEO of one the biggest vehicle manufacturer in the world, Mary Barra, CEO of General Motors. The technological change in the automotive industry is omnipresent in today's media and the citation above points up that it is 'the topic' as well as at huge OEMs. But what are the effects on the automotive supplier industry and especially those small and medium-sized enterprises, who are responsible for many different parts in a vehicle, what is their opinion about the technological change, do they have a specific strategy for and if not, what could be potential strategies. These are the main questions which are addressed in this thesis. This thesis is especially addressed to small and medium-sized components supplier in the automotive industry. Why is that? First, particularly small and medium-sized enterprises do not have the financial power and stamina to react on changes in their business environment. Second, component manufacturer will face life-threatening changes in the future, especially those who are mainly engaged in the internal combustion engine and 'traditional' powertrain environment. To be well prepared for future disruptive changes, small and medium-sized enterprises have to develop a sense of urgency, because in the past companies failed in disruptive situations, because they simply did not see the change or were too arrogant to adapt. But a sense of urgency is not enough to compete with disruptive technological changes. Affected companies have to develop innovation strategies to be prepared when disruptive change arise.

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