近年來，隨著電動化與軟體定義汽車之發展，先進駕駛輔助系統（Advanced Driver Assistance Systems, ADAS）已成汽車產業競爭核心。為支援Level 2+與 Level 3自動駕駛，技術正由傳統模組化邁向資料驅動之端到端架構，此一典範轉移要求企業同時具備高效能集中式運算、大規模訓練資料與閉環迭代能力。在中國市場中，本土品牌憑藉快速迭代取得先發優勢，迫使傳統汽車製造商（OEM）必須於內部自研與外部合作中重新權衡其技術發展策略。本研究以Volkswagen集團於中國市場之ADAS技術合作案，採個案研究法，運用PEST分析與動態能力理論分析框架，探討其策略決策邏輯與資源重構過程。
研究主要發現有三。第一，端到端架構與模組化架構之核心差異在於資訊整合方式、演算法學習機制（規則驅動 vs. 資料驅動）與算力配置需求；惟在實務上多數車廠現階段仍處於混合式架構之過渡階段。第二，傳統車廠相較於中國本土品牌，主要面臨高算力集中式運算能力不足、缺乏大規模資料閉環機制，以及機械工程文化與軟體敏捷迭代之組織能力衝突等三項關鍵缺口，其共同根源為長期模組化分工與供應鏈分工所形成之路徑依賴。第三，Volkswagen於中國採取「混合式技術路徑」而非完全自研，具體作為包括投資小鵬汽車取得 CEA架構知識、與地平線合資成立CARIZON研發車用SoC晶片、成立VCTC之在地化研發體系。
本研究認為此策略是透過動態能力進行資源編排與路徑重塑的結果。其混合式路徑有助於同時兼顧市場導入速度、成本風險控制、工程品質優勢與長期能力內生化。然而，Volkswagen目前仍處轉型過渡階段，其高階自動駕駛商業化成果仍待後續觀察。

With the rapid development of electric Vehicle and Software-Defined Vehicles (SDV), Advanced Driver Assistance Systems (ADAS) have become a core arena of competition in the automotive industry. To support Level 2+ and Level 3 autonomous driving, ADAS is shifting from a modular architecture toward a data-driven end-to-end architecture. This paradigm transition requires firms to simultaneously possess high-performance centralized computing power, large-scale training data, and closed-loop iteration capabilities. In China, domestic brands have secured a first-mover advantage through rapid iteration, compelling traditional automotive Original Equipment Manufacturers (OEMs) to re-evaluate the balance between in-house development and external collaboration in their technology strategies.
Adopting a case study approach, this research examines Volkswagen Group's ADAS technology partnerships in China, employing PEST analysis and the Dynamic Capabilities framework to investigate the underlying logic of its strategic decisions and resource reconfiguration process.
The study yields three principal findings. First, the core distinctions between end-to-end and modular architectures lie in their modes of information integration, algorithmic learning mechanisms (rule-based vs. data-driven), and computing power requirements; in practice, however, most automakers currently remain in a transitional phase of hybrid architecture. Second, compared with Chinese domestic brands, traditional OEMs face three critical resource and capability gaps: insufficient high-performance centralized computing power, the absence of large-scale data closed-loop mechanisms, and an organizational conflict between a mechanical-engineering-oriented culture and the agile iteration required for software development. The common root of these gaps lies in the path dependency formed by long-standing modular division of labor and supply chain specialization. Third, in China, Volkswagen has adopted a "hybrid structure" pathway rather than pursuing full in-house development. Specific actions include investing in XPeng to acquire knowledge of the Centralized E/E Architecture (CEA), establishing the joint venture CARIZON with Horizon Robotics to develop automotive System-on-Chip (SoC) solutions, and setting up the Volkswagen China Technology Company (VCTC) as a localized R&D organization.
This study argues that this strategy represents an outcome of resource orchestration and path reshaping driven by dynamic capabilities. The hybrid pathway enables Volkswagen to balance market introduction speed, cost and risk control, engineering quality advantages, and long-term endogenous capability building. Nevertheless, Volkswagen remains in a transitional phase, and the commercial outcomes of its higher-level autonomous driving deployment warrant further observation.

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