Dissertation: Strategien mittelständischer deutscher Automobilzulieferer im Konzentrationsprozess der Automobilindustrie

Strategien mittelständischer deutscher Automobilzulieferer im Konzentrationsprozess der Automobilindustrie

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Strategisches Management, volume 202

Hamburg , 222 pages

ISBN 978-3-8300-9888-1 (print) |ISBN 978-3-339-09888-7 (eBook)

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Strategies of small and medium sized German automotive suppliers in the concentration process of the automotive industry

The globalised automotive industry is shaped by a constant shift of market shares and significant competitive dynamics. Significant competitive dynamics often induce concentration processes in selected automotive supplier sectors. Due to the strong R&D- and knowledge intensity of the automotive industry, this publication deals with competence-focused strategies of small and medium sized German automotive suppliers to successfully cope with challenges related to changes in their respective business environment and the effects of relevant concentration processes.

The increasing concentration in certain sectors of the automotive industry requires strategies of a strong competence based development including activated dynamic capabilities and represents a significant challenge especially for small and medium sized suppliers with limited resources.

The publication demonstrates that small and medium sized German automotive suppliers being positioned in sectors characterised by strong concentration effects can improve their competitive position by combining an in-depth analysis of their respective business environment, a distinct strategic positioning and the selection of an appropriate and well-defined competence-focused corporate strategy taking also into account relevant dynamic capabilities.

The concentration process is measured by applying the Herfindahl-Hirschman-Index. The detailed measurement of the concentration allows for a differentiated view on concentration degree and concentration dynamics and thus for an in-depth analysis of the respective corporate environment.

Since the realisation of competence based strategies requires significant dynamic capabilities, both aspects are considered in an integrated management approach.

The publication provides management guidelines on the selection and implementation of competence based strategies and dynamic capabilities within small and medium sized tier 2 and tier 3 suppliers.

Case studies of selected small and medium sized automotive suppliers add a practitioner’s view on the matter.

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