Authors: Stephane Gagnon
Addresses: Departement des sciences administratives, Universite du Quebec a Montreal - UQAM, 315 rue Ste-Catherine Est, Local R-3550, C.P. 6192, succursale Centre-Ville, Montreal, Quebec,, H3C 4R2, Canada
Abstract: Within the next ten years, radical innovation in electric vehicles (EVs) will cause profound changes in the way automakers develop their products. The prevailing lean product development approach (LPDA), based on concurrent engineering (CE), may well be modified substantially to fit with EV|s high technology content, high innovation rate and high uncertainty context. In addition, the fact that a large part of EV|s technologies must come from outside the auto industry is another challenge in itself. Our literature review leads us to conclude: first, that strategy formulation should be driven by the emergence of a dominant design; second, we find that organisational change efforts will have to be focused more directly upon the management of knowledge; third, we finally argue that capabilities development will occur only if a number of adjustments are made to the LPDA, especially regarding suppliers, leaders, people and tools.
Keywords: concurrent engineering; electric vehicles; innovation management; organisational capabilities; strategic management.
International Journal of Vehicle Design, 1999 Vol.21 No.1, pp.89-109
Available online: 18 Aug 2003 *Full-text access for editors Access for subscribers Purchase this article Comment on this article