Transforming automotive companies into sustainability leaders: A concept for managing current challenges

Wolff, Sebastian; Brönner, Matthias; Held, Maximilian; Lienkamp, Markus

doi:10.1016/j.jclepro.2020.124179

Cited by 38 publications

(33 citation statements)

References 50 publications

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“…They are characterized by customer‐centricity (i.e., focusing actions on adding value to customers), continuous delivery and improvement, and collaboration within and across teams (Sambamurthy, Bharadwaj, & Grover, 2003). Agile software development is frequently used in combination with other methods, such as Kanban, Scrum, and Lean (Wolff, Brönner, Held, & Lienkamp, 2020). Although these methods are considered distinct, they share attributes, like “leanness,” that is, maximizing business outcomes while minimizing waste, such as underutilized resources and unnecessarily complicated processes (Kumar Singh & Modgil, 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

The case of sales in the automotive industry during the COVID‐19 pandemic

Hoeft

2021

Strategic Change

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Agile methods can be used as a strategy tool by incumbents to explore and exploit market opportunities through times of unprecedented industry transformation. Drawing on 18 interviews with managers at a premium manufacturer based in Asia, the case of sales in the automotive industry during the COVID‐19 crisis provides in‐depth insights into the crisis management, focusing on but looking beyond sales. Six fundamental principles are identified as strategic tools to leverage resources and improve business outcomes while using agile‐work methods.

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Section: Literature Reviewmentioning

confidence: 99%

The case of sales in the automotive industry during the COVID‐19 pandemic

Hoeft

2021

Strategic Change

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“…First, transparency and clarity of the assessment process, and data need to be provided to ensure retractability and reproducibility (Aguinis and Solarino, 2019). Interviewee 3 emphasised that “ automotive managers have to decide more transparent ”, beneficial for the acceptance of strategic decisions within a firm (Wolff et al , 2020). One way for achieving this is introduced later in this paper.…”

Section: Resultsmentioning

confidence: 99%

Assessing dynamic capabilities of incumbents in the face of unprecedented industry transformation: the case of the automotive industry

Hoeft

2021

JSMA

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PurposeThe purpose of this paper is to develop a holistic approach to the assessment of dynamic capabilities (DCs). Holistic refers to incorporating all DCs of an organisation relevant for determining and executing the firm's strategy.Design/methodology/approachA two-phase study was conducted. First, secondary sources, such as media, industry and annual reports, are being used to initially assess CASE (connected, autonomous, shared and electric) and implications for incumbent car manufacturers in a structured way. Second, semi-structured interviews with automotive managers and further automotive stakeholders offer in-depth insights into CASE, as well as incumbents' strategies and the underlying rationale.FindingsThe proposed framework for assessing DCs offers a holistic approach and provides new angles of analysis. First, the time dimension is considered using scenarios since timing is vital in strategy and implementation. Second, capabilities are broken down into technological and non-technological, sharpening strategic decision-making of automakers. Third, the analysis considers external VUCA (volatility, uncertainty, complexity and ambiguity) as they interplay with internal DCs.Research limitations/implicationsFurther testing of the proposed DC assessment approach offers a promising opportunity for future research. This paper focuses on the automotive industry, but it is worth investigating the extent to which the approach can be used in other dynamic industries, such as finance or retail.Originality/valueThe approach proposed highlights the importance and nuances of considering external perspectives in the DC assessment and the relevance of non-technological capabilities in the automotive industry. Thereby, it contributes to the literature on capability assessments and the operationalisability of the DC lens.

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“…Furthermore, the sustainability strategies that most companies commit to follow nowadays [99][100][101][102] also challenge the industry to analyze the viability of a product due to its negative contribution toward the global nature and living beings' well-being. This analysis aimed to help companies decide which strategy will provide both profit and sustainability.…”

Section: Discussionmentioning

confidence: 99%

Quantifying the Impact of Production Globalization through Application of the Life Cycle Inventory Methodology and Its Influence on Decision Making in Industry

Prado-Galiñanes

Domingo

2021

Processes

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Industries are nowadays not only expected to produce goods and provide services, but also to do this sustainably. What qualifies a company as sustainable implies that its activities must be defined according to the social and ecological responsibilities that are meant to protect the society and the environment in which they operate. From now on, it will be necessary to consider and measure the impact of industrial activities on the environment, and to do so, one key parameter is the carbon footprint. This paper demonstrates the utility of the LCI as a tool for immediate application in industries. Its application shall facilitate decision making in industries while choosing amongst different scenarios to industrialize a certain product with the lowest environmental impact possible. To achieve this, the carbon footprint of a given product was calculated by applying the LCI method to several scenarios that differed from each other only in the supply-chain model. As a result of this LCI calculation, the impact of the globalization of a good’s production was quantified not only financially, but also environmentally. Finally, it was concluded that the LCI/LCA methodology can be considered as a fundamental factor in the new decision-making strategy that sustainable companies must implement while deciding on the business and industrial plan for their new products and services.

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Transforming automotive companies into sustainability leaders: A concept for managing current challenges

Cited by 38 publications

References 50 publications

The case of sales in the automotive industry during the COVID‐19 pandemic

The case of sales in the automotive industry during the COVID‐19 pandemic

Assessing dynamic capabilities of incumbents in the face of unprecedented industry transformation: the case of the automotive industry

Quantifying the Impact of Production Globalization through Application of the Life Cycle Inventory Methodology and Its Influence on Decision Making in Industry

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