在日益動盪的全球商業環境中，企業面臨生存與維持競爭力的重大挑戰。本研究探討特斯拉公司（以下簡稱「Tesla Inc.」或「Tesla」）如何在2018–2019年美中貿易戰及2020–2022年COVID-19疫情期間，透過策略性應對而躍升為全球電動車製造領導者。本研究展示企業能運用資源依賴理論（Resource Dependence Theory, 簡稱RDT）辨識風險，並利用交易成本經濟學（Transaction Cost Economics, 簡稱TCE）進行成本優化，藉此增強企業韌性並維持競爭優勢。透過質性個案研究的分析，本研究提出一個結構式的風險管理框架，將RDT與TCE整合為形成完整的策略韌性指引。此多理論框架引導讀者運用成熟的經濟理論分析現代商業挑戰，並從資源基礎與交易成本的綜合視角來全面理解企業的市場定位及其抵禦微觀與宏觀經濟衝擊的能力。研究發現指出，Tesla在2018–2019年美中貿易戰與2020–2022年COVID-19疫情期間透過降低對 Panasonic電池及中國來源原物料的依賴、重新調整與 Panasonic的合作關係，以及執行整合、自動化與多角化策略，從而強化企業韌性。依據RDT辨識資源依賴（例如過度依賴Panasonic及中國來源稀土礦物），並依據TCE優化交易治理結構（例如與Panasonic合作製造電池及建立本地化與垂直整合工廠），Tesla確保了生產連續性，而持續在國內外維持並擴大電動車市場份額。本研究提出的RDT-TCE框架，透過五階段流程與六步驟指南，提供寶貴洞察，說明明智決策如何創造韌性以減輕依賴風險，確保企業生存並強化競爭力。

In an increasingly volatile global business environment, firms face significant challenges to survive and remain competitive. This research examines how Tesla Incorporated (henceforth “Tesla Inc.” or “Tesla”) strategically navigated the 2018–2019 U.S.-China trade war and 2020–2022 COVID-19 pandemic to emerge as a global leader in electric vehicle (EV) manufacturing. By utilizing Resource Dependence Theory (RDT) to identify risks and Transaction Cost Economics (TCE) to optimize costs, firms can bolster resilience and maintain competitiveness. Illustrated through a qualitative case study analysis, a structured risk management framework is proposed, integrating RDT and TCE into a comprehensive strategic resilience guide. This multi-theory framework guides readers in analyzing modern business challenges using proven economic theories, enabling them to leverage a comprehensive resource-based and transaction cost-based perspective to holistically understand a subject firm’s position and how it can withstand micro- and macro-economic shocks. Findings show Tesla reduced dependencies on Panasonic batteries and raw materials sourced from China, restructured its relationship with Panasonic, and executed integration, automation, and diversification strategies to achieve resilience through the 2018–2019 U.S.-China trade war and 2020–2022 COVID 19 pandemic. By identifying resource dependencies in accordance with RDT (i.e., overreliance on Panasonic and China-sourced rare-earth minerals), and optimizing transaction governance structures in accordance with TCE (i.e., collaborating with Panasonic for battery production and building localized and vertically integrated factories), Tesla ensured production continuity and continued to maintain and increase EV market share domestically and globally. The proposed RDT-TCE framework, illustrated through a five-phase process and a six-step guide, provides valuable insights on how informed decision-making can create resilience to mitigate dependency risks, ensuring firm survival and bolstering competitiveness.

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