Forthcoming articles


International Journal of Automotive Technology and Management


These articles have been peer-reviewed and accepted for publication in IJATM, but are pending final changes, are not yet published and may not appear here in their final order of publication until they are assigned to issues. Therefore, the content conforms to our standards but the presentation (e.g. typesetting and proof-reading) is not necessarily up to the Inderscience standard. Additionally, titles, authors, abstracts and keywords may change before publication. Articles will not be published until the final proofs are validated by their authors.


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International Journal of Automotive Technology and Management (3 papers in press)


Regular Issues


  • New Business Model and the Sharing Economy: Impacts and Challenges for the Traditional Automotive Industry.   Order a copy of this article
    by Eduardo L. Lasmar Junior, Rodrigo Gandia, Joel Sugano, Thais Souza, Demosténes Rodriguez 
    Abstract: The outstanding features of a vehicle do not include great modifications for nearly 100 years, as the same to the major car manufacturers' Business Models (BM). Recent services platforms related to urban mobility use, mostly, the sharing economy, resulting in disruptive innovations. These offer to the users new experiences in services (e.g. Uber) which provides the vehicles use without the onus of ownership. From this perspective, this paper qualitatively evaluates the modifications in the automakers BMs standards based on strategies and innovations of the new businesses of the main groups of automotive manufacturers. As a result, we observed that traditional products-based automakers are already moving towards to fit in the new BM, which are impacted by the sharing economy. Finally, we proposed a framework based on an unbundled model operating synergistically in three types (customer relationship management, product/service innovation and infrastructure management).
    Keywords: Business Model; Automakers; Sharing Economy; Disruptive Innovation.

Special Issue on: Regionalisation of the Asian Automotive Industries and Markets

  • Examining the Realignment Strategies of Automobile Production Bases in Southeast Asia:The Case of Japanese Automakers
    by Hiromi Shioji 
    Abstract: Japanese carmakers have by far the highest production and sales volumes in ASEAN countries. However, the current trend of economic integration in this region will have deep effects on the competitive patterns and geographic distribution of production. This research inquires this topic, and more specifically examines the realignment strategies of production bases of Japanese automakers in ASEAN countries. In order to examine the realignment strategies of production bases, the productive strategies defined in this paper is based on the assessment of two variables: first, the geographic distribution of Japanese carmakers’ factories in ASEAN. Second, the specialization of production in each country/factory. This approach allows us to consider several scenarios regarding the combinations of the redistribution of production in the coming years, and to asses each scenario’s feasibility, strengths and weaknesses. Our main findings are as follows: first, Japanese automakers are recommended to consider pattern WX in the second half of the 2010s, in order to enhance their competitive advantage by focusing on competitive models and introducing new models in countries A and B (namely Thailand and Indonesia). At the same time, countries C, D, and E (namely Malaysia, the Philippines, and Vietnam) should focus only on one model in each country’s production base and concentrate all of the production volume for the ASEAN or global market to one country’s production base. Moreover, they should consider the model adaptation strategy in line with the automobile development policy of each government. Second, in the second half of the 2020s, it might be possible for automakers to adopt pattern WX’ because automobile markets would expand in each country and automakers could produce the model for the domestic market.
    Keywords: ASEAN automobile market, Trade liberalization, Incentives by ASEAN governments, Realignment strategies of production base, Japanese automobile manufacturers,

  • Growth strategy from the supplier’s view point. -A case study of Denso and Hitachi Automotive Systems-
    by Jaeho Lee 
    Abstract: In a period when global suppliers play a key role in technological innovations across several fields of the automotive industry and in the formation of global value chains, it is necessary to assess their approaches to innovation and their specific design and organizational capabilities. This paper aims to examine and compare the growth strategies of two Japanese mega suppliers involved in research and design of automatic braking systems, and to assess their impact on inter-firm relations and transactions. The case study approach of this paper is based on in-depth interviews and archive analysis, and draws a comparison between Denso’s wide customer scope strategy and Hitachi Automotive Systems’ wide product portfolio strategy. In order to analyze the relevance of these two approaches, we use the Growth Strategy Cup Framework, which consists of three parameters: customers, products, and core competences. Our findings show that Denso was successful in terms of economies of customer scope, while Hitachi Automotive Systems was more dynamic in new combination-oriented innovation. In addition, our paper discusses why Hitachi Automotive Systems managed to develop an automatic braking system faster than the Toyota Group. An underlying reason for Denso’s inability to develop a complete automatic braking system as quickly as Hitachi Automotive Systems lies in the fact that, as part of the Toyota Group, Denso was assigned a specific and limited role in this innovation process.
    Keywords: growth strategy; regional strategy; supplier’s view point; Denso, Hitachi Automotive Systems; Growth Strategy Cup Framework; scope of customer; scope of product; core competence; automatic brake system