Kaum ein Unternehmen polarisiert derzeit so sehr wie der Elektroauto-Pionier Tesla. Auch was die Bewertungen an den Börsen betrifft. Prof. Dr. Erwin Hettich, Leiter des Strategie Lab und Assistenzprofessor für Strategisches Management an der Universität St. Gallen (HSG), analysiert die Hintergründe des Erfolgs von Tesla.
Als Starbucks die angestaubte Welt der Cafés aufgemischt hat, hat die Welt über diesen triumphalen Siegeszug gestaunt. Mit Tesla läuft es im Autobau ähnlich. Wir haben uns genauer angesehen, was hinter dem verblüffenden Erfolg steckt. Und eine Antwort gefunden, die viel über die moderne Industrie aussagt.
This study draws on resource orchestration theory to develop and test a framework that explains when the imitation of business models from other industries increases new venture growth.
This chapter offers concluding thoughts on the entire Huawei study— the totality chapters and commentaries. It offers comparative perspective by placing the firm in the larger context of corporations in China and to some extent in other countries. The comparison with many other firms throughout the entire book reveals that Huawei is among a select number of firms that are able grow at very high rates by continuously transforming themselves. Consistently investing at least 10% of sales starting on R&D at least since 1998 was an important ingredient of this growth. But the importation of western best practice routines and the steering of this process by the Huawei founder and the top management team underlie this ability to grow. Huawei stands out among many Chinese companies that internationalize by relying solely on organic growth rather than on growth through acquisitions. Huawei is also different from state-owned companies (SOEs) that dominate a number of sectors in the Chinese economy in that Huawei motivated a large fraction of employees by giving them shares in a profit-sharing plan so that hard working employees could make a substantial amount of money. Building all chapters, we provide advance management theory by articulating in detail the meta-routines that underpin Huawei’s dynamic capabilities. Finally, we discuss the challenges to future growth of the firm, including geopolitical cross-currents the firm currently finds itself in.
Although organizational routines have attracted increasing attention in strategy and organization research, they have received surprisingly limited attention in competitive dynamics scholarship. Our essay seeks to advance a routine-based view of interfirm rivalry by bridging the competitive dynamics and routine literatures. We put forward a conceptual model of the routine-based view of interfirm rivalry that is centered on “competitive action routines.” The model clarifies the roles that managers play in driving a firm’s competitive behavior, challenges the assumption of routine-based rigidity in competitive behavior, and adds nuance to our understanding of managerial cognition in competitive dynamics. Moreover, the routine-based view offers new insights regarding the awareness-motivation-capability framework, and amplifies previous calls to broaden the methodological repertoire of competitive dynamics research.
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