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Electric vehicle transition : a Renault case study

2025-02-06Dissertação de mestrado Acesso aberto
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dc.contributor.advisorBelchior, Ricardo Figueiredo
dc.contributor.authorEsteves, João António Zarco Novais
dc.date.accessioned2025-06-02T09:26:14Z
dc.date.available2025-06-02T09:26:14Z
dc.date.issued2025-02-06
dc.date.submitted2025-06-02
dc.description.abstractThis dissertation explores how a firm within the European automotive industry adapts to the ongoing transition towards electric vehicles (EVs). Focusing on Renault’s strategic and organisational responses, key areas examined include collaboration within and outside the sector, market expectations, R&D policies, and brand repositioning to address new competitors and consumer needs. Utilising a qualitative methodology, this dissertation uses a single-case study approach, structurally analysing Renault’s annual management reports between 2008 and 2023. The analysis is presented according to Kim et al. (2022), dynamic capabilities framework, encompassing collaborative, entrepreneurial, opportunity sensing and strategic flexibility dimensions. Findings reveal Renault’s shift from cost-oriented partnerships to technology collaborations, such as joint ventures related to battery development and car connectivity. Market expectations evolved, influenced by economic crises and regulatory changes, initially, driving demand for affordable vehicles in smaller segments. Renault’s entrepreneurial orientation is seen in 13 concept cars developed during the analysed period, initially focusing on sustainability before diversifying into new segments. Strategically, Renault refined its EV approach, pioneering its first EV in 2012 but only integrating hybrid and full electric technologies broadly by 2020. Hybrid models addressed sustainability and consumer concerns over EV reliability. In the final years of the study (2019 onwards), Renault shifted its focus to more premium products in the Compact and SUV segments, underlining its untapped potential, and further signalling Renault's repositioning in the current market, facing the threat of Asian manufacturers and emerging players in the industry. Concluding, Renault’s electric mobility strategy reflects gradual, technological, market, and product shifts, balancing innovation, competition, and consumer demands. The study supplements existing literature on incumbent innovation, while also contributing with valuable strategic insights from one of Europe’s biggest vehicle manufacturers.pt_PT
dc.identifier.tid203949838pt_PT
dc.identifier.urihttp://hdl.handle.net/10400.5/101187
dc.language.isoengpt_PT
dc.subjectIndústria automóvelpt_PT
dc.subjectInovaçãopt_PT
dc.subjectSustentabilidadept_PT
dc.subjectVeículo elétricopt_PT
dc.subjectTeses de mestrado - 2025pt_PT
dc.subjectAutomotive industrypt_PT
dc.subjectInnovationpt_PT
dc.subjectSustainabilitypt_PT
dc.subjectElectric vehiclespt_PT
dc.titleElectric vehicle transition : a Renault case studypt_PT
dc.typemaster thesis
dspace.entity.typePublication
rcaap.rightsopenAccesspt_PT
rcaap.typemasterThesispt_PT
thesis.degree.nameDireito e Gestãopt_PT

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