「両利き経営」と 「オープンイノベーション」: トヨタ自動車におけるBEV専用PF開発戦略

서지정보

· 발행기관 : 한일경상학회
· 수록지 정보 : 한일경상논집 / 105권 / 133 ~ 148페이지
· 저자명 : 김양태

초록

Purpose: This study focuses on Toyota’s BEV strategy before and after the appointment of Koji Sato, particularly examining and analyzing the efforts related to the development of BEV dedicated PF.
Research design, data, and methodology: This study analyzes the development process of BEV-exclusive platforms at Toyota using the management theories of “ambidextrous management” and “open innovation.” Specifically, based on the theory of ambidextrous management, the study examines a strategy that simultaneously advances “exploitation” and “exploration” in order to maintain short-term competitiveness while aiming for long-term growth. Furthermore, in exploration activities, the importance of “open innovation” - the utilization of external technologies and knowledge - is emphasized, and the promotion of technological innovation through collaboration with other companies is considered. Additionally, the study highlights that the success of both “ambidextrous management” and “open innovation” requires strategic leadership from top management.
Results: Under the leadership of President Koji Sato, Toyota is actively transforming into a mobility company, practicing a dual innovation strategy. In the aspect of “exploitation,” Toyota has built a flexible approach to electrification by leveraging its traditional “multi-pathway strategy,” offering various electric technologies to meet regional characteristics and customer needs. However, reflecting on the delay in the BEV shift caused by this strategy, Toyota has shifted focus to BEV development, emphasizing profitability. Drawing inspiration from the business models of Tesla and BYD, Toyota aims to strengthen competitiveness and establish market leadership by focusing on the development of more profitable BEVs. In the “exploration” aspect, Toyota is undergoing a fundamental reform of its BEV production system and business model. By referencing Tesla’s high-profit model, Toyota is adopting strategies such as “narrowing vehicle types,” “reducing component count,” and “efficient development and production processes” to create a more efficient production system. Toyota is introducing next-generation BEV-exclusive platforms and restructuring vehicle architecture into three modules: “front,” “center,” and “rear” to enhance production flexibility and efficiency. Furthermore, Toyota is integrating advanced technologies such as “gigacasting,” “self-driving assembly lines,” and “vehicle transport robots” to streamline production processes.
Additionally, through strategic partnerships with BYD, Toyota is jointly developing core technologies for next-generation BEVs, which plays a crucial role in establishing competitive advantages. Toyota is leveraging dual innovation to balance profitability and innovation, aiming for sustainable growth.
Implications: This study has two main limitations. First, it lacks a detailed analysis of the specifications and performance of next-generation BEVs, which is crucial for understanding Toyota’s BEV strategy. Further research is needed on how the technical features of next-generation BEVs affect the company’s competitive advantage and profitability. Second, the application of the theoretical frameworks, “ambidextrous management” and “open innovation,” is limited. Future studies should explore how these frameworks can be applied to BEV strategies of other automakers and companies in different industries to gain broader insights.

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