Coping with change: the case of EV manufacturer

Abstract

The main goal of this Thesis is to investigate the automotive firm’s reaction to the dynamically changing and complex competitive environment, focusing on the EV manufacturer’s business model, and to provide strategic insights and cognitive shortcuts for solving relevant managerial problems and the key trade-offs. The paper explores the theoretical pillars of the business model framework in the literature, defines its core components, relationships, and contingencies. Auxiliary, it elaborates the concepts of change, uncertainty, flexibility, ambidexterity, innovation, disruption in a business model setting. The practical part of the Thesis employs a case study format. This paper describes the EV manufacturer’s business model, analyses its value potential, alignment and change robustness. Adaptive changes to the business model are identified and examined across contingencies. Innovation and optimization of a business model are considered fit for a dynamic context.