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International Journal of Management and Business Development

Open Access Peer Review International
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Strategic Environmental Analysis in the Automobile Industry: The Role of External Forces in Shaping Operations

DOI https://doi.org/10.55640/ijmbd-v03i02-02
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Syeda Faiza Sogra 1 ORCID iD , Syeda Morsheda Sogra 1 ORCID iD , Tina Puri 1 , Kennedy Oberhiri Obohwemu 1 ORCID iD , Ibiangake Friday Ndioho 1 , Charles Leyman Kachitsa 1 , Oladipo Vincent Akinmade 1 ORCID iD , Oluwafemi Emmanuel Ooju 1 ORCID iD , Festus Ituah 1 ORCID iD , Jalaleddin Kazemi Fard 1 ORCID iD , Okuma Oke Deborah 1 , Obioma Chidumaga Aririsukwu 1 ,
4 MSc,Department of Business Management, Scholars School System, Leeds Trinity University Partnership, Birmingham Campus, United Kingdom.
4 MSc,Department of Business Management, Scholars School System, Leeds Trinity University Partnership, Birmingham Campus, United Kingdom.
4 MBA,Department of Business Management, Scholars School System, Leeds Trinity University Partnership, Birmingham Campus, United Kingdom
4 PhD,Department of Interdisciplinary Research and Statistics, PENKUP Research Institute, Birmingham, United Kingdom.
4 PhD,Department of Health and Care Management, Arden University, Manchester, United Kingdom; and and Department of Interdisciplinary Studies & Statistics, PENKUP Research Institute, Birmingham, United Kingdom
4 PhD,Faculty of Business Management and Enterprise, Leeds Trinity University, GBS Partnership, Manchester, United Kingdom; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.
4 MPH,Digital Health and Rights Project (Center for Interdisciplinary Methodologies, CIM), University of Warwick, Coventry, United Kingdom; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.
4 MSc,World Health Organization, Abuja, Nigeria; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.
4 PhD,School of Health and Sports Science, Regent College, London, United Kingdom; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.
4 MSc,Department of Business Management, Scholars School System, Leeds Trinity University Partnership, Manchester Campus, United Kingdom.
4 MA,Department of Human Resource Management, Teeside University, Middlesbrough, United Kingdom; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom.
4 MBBS,Department of Medicine, St. Francis Medical Center, Abuja, Nigeria; and Department of Interdisciplinary Research & Statistics, PENKUP Research Institute, Birmingham, United Kingdom

Abstract

The rapid global shift towards electric vehicles has altered the competitive and operational landscape of the automobile industry in profound ways. Firms now operate in an environment shaped by regulatory pressure, technological acceleration, geopolitical uncertainty, and shifting consumer expectations. This conceptual paper examines how external environmental forces influence business operations within the electric vehicle segment, with a particular focus on Tesla, Ford, and Volkswagen. Contingency theory provides the foundation for the analysis, supported by the integration of PESTEL analysis, Porter’s Five Forces, and Key Success Factors. These frameworks allow for a detailed exploration of how political, economic, technological, social, environmental, and competitive conditions shape organisational choices.

The discussion highlights how external forces influence manufacturing systems, supply chain structures, human resource practices, financial performance, and technological strategies. Brexit, exchange rate volatility, regulatory changes, and the transition towards zero emission vehicles emerge as especially significant influences on operational decision making. Each firm demonstrates a distinct pattern of response shaped by its legacy systems, strategic priorities, and technological capabilities. Tesla’s vertically integrated model, Ford’s restructuring efforts, and Volkswagen’s large-scale electrification strategy illustrate the varied ways in which organisations align internal capabilities with external demands.

The paper argues that effective organisational responses depend on the fit between environmental conditions and internal structures, reinforcing the relevance of contingency theory for understanding operational effectiveness in the evolving electric vehicle industry. The analysis contributes to ongoing debates on strategic alignment, technological transformation, and the future of mobility, offering insights for scholars and practitioners seeking to understand how firms navigate complex and fast changing environments.

Keywords

Electric vehicles, contingency theory, organisational adaptation, external environment

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