A Study on the Structural Characteristics of the Supply Network and Corporate Strategies for Lithium-Ion Batteries in Electric Vehicles

This study analyzes the cooperative and competitive relationships between battery manufacturers and automakers in the electric vehicle (EV) battery supply network, interpreting their strategic behaviors through the Resource-Based View (RBV), Transaction Cost Theory (TCT), and Structural Hole Theory. Utilizing Social Network Analysis (SNA), this study examines the structural dynamics between battery manufacturers and automakers by measuring key network indicators such as centrality and constraint values to empirically explore firm interactions. The findings reveal that battery manufacturers leverage their core technologies and production capabilities to secure bargaining power within the supply network while strategically utilizing structural holes by engaging with multiple automakers. Meanwhile, automakers are reducing their dependence on battery manufacturers by internalizing battery pack production, thereby enhancing their autonomy within the supply chain. Additionally, as battery manufacturers increasingly internalize battery pack production capabilities, the structure of the battery supply network is evolving, influencing collaboration models between manufacturers and automakers. This study contributes to understanding how firms navigate the interplay between cooperation and competition in the battery supply network and provides practical implications for the strategic decision-making of both battery manufacturers and automakers.