隨著全球減碳政策推進與能源轉型加速，電動車產業已由政策驅動的階段，逐步進入以規模經濟、供應鏈整合與技術標準競爭為核心的擴張期。此一產業具備高度資本密集、技術複雜度高、建置週期長，且深受政策與制度環境影響等特性，使企業競爭行為呈現高度動態與非線性演進。然而，既有相關研究多以靜態或橫斷面方式分析市場結構或單一企業策略，較少從企業互動與時間演變的角度，系統性探討先行者與挑戰者之競爭行動與回應機制。基於此研究缺口，本研究以全球電動車產業為研究場域，選取特斯拉（Tesla）與比亞迪（BYD）作為代表性個案，採用質性個案分析方法，結合次級資料，分析兩家企業於2015至2024年間在不同外部環境下的競爭互動。本研究之理論架構以動態競爭理論為核心，整合市場共同性與資源相似性矩陣，以及（AMC）分析架構，並輔以PESTEL與產業五力分析，以描繪企業競爭行動、回應障礙與競爭關係演化的整體脈絡。本研究最終獲得的研究結論如下：

結論一：競爭回應受制於政策發酵的遞延性與核心能力建構的時間滯後。挑戰者的回應成效並非即時顯現，而是呈現初期績效下滑、中後期爆發的「J曲線」特徵，這決定了先行者優勢的存續長度與挑戰者趕超的時機。
結論二：外部環境變化迫使企業動態調整市場邊界，使競爭雙方關係呈現「潛在」與「直接」交替的鐘擺式動態。企業透過「策略錯位」規避過度競爭，但在追求擴張時又不可避免地重返高強度對抗。
結論三：電動車產業中的先行者透過策略性開放以維持生態主導權，挑戰者則藉由垂直整合與完整產品線實現結構性趕超。最終，雙方策略會因「模仿性同形」而趨同，先行者轉向多元，挑戰者則走向聚焦。

Amid the global acceleration of decarbonization policies and energy transition initiatives, the electric vehicle (EV) industry has gradually evolved from a policy-driven early adoption phase into an expansionary stage characterized by economies of scale, supply chain integration, and competition over technological standards. The industry is marked by high capital intensity, substantial technological complexity, long capacity construction cycles, and strong dependence on policy and institutional environments, all of which contribute to highly dynamic and non-linear patterns of competitive behavior. However, existing studies have largely relied on static or cross-sectional approaches to examine market structures or firm-level strategies, paying limited attention to inter-firm interactions and the temporal evolution of competitive actions and responses between first movers and challengers.
Addressing this research gap, this study investigates the global electric vehicle industry through in-depth case analyses of Tesla and BYD as representative firms. Employing a qualitative case study approach and longitudinal secondary data, the study examines competitive interactions between the two firms from 2015 to 2024 under varying external environmental conditions. The theoretical framework is grounded in Dynamic Competition Theory and integrates the Market Commonality–Resource Similarity (MC–RS) matrix with the Awareness–Motivation–Capability (AMC) framework. In addition, PESTEL analysis and Porter’s Five Forces are incorporated to contextualize competitive actions, response barriers, and the evolution of competitive relationships. The findings of this study yield three major conclusions:

1. competitive responses are constrained by the delayed effects of policy implementation and the time lag inherent in core capability development. Challengers’ responses do not produce immediate performance improvements but instead exhibit a “J-curve” pattern characterized by initial performance decline followed by rapid growth, which ultimately determines the duration of first-mover advantages and the timing of successful catch-up.
2. changes in the external environment compel firms to dynamically redefine market boundaries, resulting in a pendulum-like alternation between potential and direct competition. Firms temporarily mitigate competitive pressure through strategic misalignment but inevitably re-enter high-intensity rivalry during expansion phases.
3. while first movers maintain ecosystem leadership through strategic openness and standard-setting, challengers achieve structural catch-up via vertical integration and comprehensive product portfolios. Over time, strategic convergence emerges through mimetic isomorphism, with first movers diversifying their offerings and challengers shifting toward greater strategic focus.

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