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Strategic Adaptation and Organizational Change of Multinational Corporations in China's New Energy Vehicle Market: A Case Study of the Automotive Manufacturing Industry
- 1 Shanghai University of Finance and Economics
* Author to whom correspondence should be addressed.
Abstract
In recent years, global environmental issues have become increasingly severe, making New Energy Vehicles (NEVs) a critical component of green transportation and attracting significant attention from governments and enterprises worldwide. China, as the largest automotive market globally, has achieved remarkable progress in its NEV industry through policy support, technological innovation, and growing market demand. According to the China Association of Automobile Manufacturers (CAAM), NEV sales in China surpassed 7 million units in 2023, accounting for nearly 60% of the global market share. Additionally, China leads in battery technology, charging infrastructure, and intelligent connected technologies, positioning itself as a key driver in the global NEV supply chain and competitive landscape. This paper conducts an in-depth analysis of strategic adaptation and organizational change in three representative multinational automobile manufacturers—Tesla, Volkswagen, and Toyota—in the Chinese NEV market. By comparing these companies, the study reveals the strategic choices and outcomes that different enterprises adopt to navigate the unique environment of the Chinese market.
Keywords
new energy vehicles, multinational enterprises, strategic adaptation, organizational change, resource-based view, dynamic capabilities, localization strategy
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Cite this article
Duan,S. (2025). Strategic Adaptation and Organizational Change of Multinational Corporations in China's New Energy Vehicle Market: A Case Study of the Automotive Manufacturing Industry. Journal of Applied Economics and Policy Studies,16,1-11.
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Journal：Journal of Applied Economics and Policy Studies
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