The global transition toward sustainable transportation has prompted increased interest in electric commercial vehicles (ECVs), particularly in emerging markets such as India. This thesis investigates how firms navigate the institutional, infrastructural, and regulatory complexities of entering the ECV market in Bangalore; a city positioned as a policy and innovation hub within India's electric mobility landscape.

Drawing on twelve semi-structured interviews with industry stakeholders, complemented by secondary policy and market data, the study applies a qualitative case study approach. Three theoretical lenses guide the analysis: the OLI Paradigm, Institutional Theory, and Network Theory. These frameworks are used to examine how firms respond to weak public infrastructure, fragmented governance, and inconsistent policy execution.

The findings reveal that while multinational and domestic firms face similar structural constraints, their responses diverge. Larger firms often internalise infrastructure development to mitigate institutional risk, while smaller actors rely on informal work arounds and adaptive partnerships. Firms embedded in local networks were better able to navigate regulatory delays, access scarce resources, and build operational resilience.

The study contributes to international business theory by showing how location disadvantages can be partially overcome through institutional adaptation and strategic network formation. Practically, it offers guidance to firms considering entry into emerging electric mobility markets, highlighting the importance of local engagement, flexible ownership strategies, and ecosystem-level collaboration.