Implementing Organisational Ambidexterity for a Successful Transformation of the Automotive Supply Industry Towards a Green Future
DOI:
https://doi.org/10.15678/SER.2022.1.07Keywords:
automotive supplier industry, transformation, organisational ambidexterity, corporate social responsibility, competencies, GermanyAbstract
Background: Customers demand more sustainable mobility solutions and shift to electric vehicles and Mobility-as-a-Service offers. Because of these shifts, automotive suppliers must improve their corporate social responsibility (CSR). Especially in Germany, where they play a dominant role in the economy, they need to assume their responsibility towards the green future and seize new growth opportunities within and outside the traditional automotive industry to ensure their competitiveness.
Research objectives: The article aims to determine the role of ambidexterity, the competencies required from employees at all levels, and the success measurement of the transformation in the automotive supplier industry in working towards a green future.
Research design and methods: The research is based on 12 expert interviews with top managers from German automotive suppliers, consultants, ambidexterity experts, and employee representatives.
Results: The trends (electrification, autonomous driving, digitalisation and new mobility services pose unprecedented challenges for automotive suppliers. To deal with these challenges and improve their CSR performance, automotive suppliers must follow an ambidextrous approach to make their core business more efficient while at the same time seizing new growth opportunities towards a green future.
Conclusions: The organisational ambidexterity combined with CSR allows firms to improve their environmental performance. However, organisational ambidexterity is not only a structural design choice but a task that requires specific competencies.
Downloads
References
ACEA (2021). New passenger car registrations by fuel type in the European union. Press embargo: 8.00 AM (7.00AM GMT), 4 February 2021. URL: https://www.acea.be/uploads/press_releases_files/20210204_PRPC_fuel_Q4_2020_FINAL.pdf, accessed 05/10/2021.
Birkinshaw, J. and Gupta, K. (2013). Clarifying the Distinctive Contribution of Ambidexterity to the Field of Organization Studies. Academy of Management Perspectives, 27, 4, 287–298.
Bogner, A.; Littig, B. and Menz, W. (2014). Interviews mit Experten. Eine praxisorientierte Einführung. Springer Fachmedien Wiesbaden, Wiesbaden.
Bortz, J. and Döring, N. (2006). Forschungsmethoden und Evaluation für Human- und Sozialwissenschaftler. 4th, rev. ed., Springer Medizin Verlag, Heidelberg.
Deloitte (2019). Caution ahead. Transformation and disruption for automotive suppliers. Insights from Deloitte’s 2019 Global Automotive Supplier Study, URL: https://www2.deloitte.com/us/en/insights/industry/automotive/global-automotive-supplier-study.html, accessed 06/22/2021.
Deloitte (2020). Automotive Supplier Transformation Strategies. A dynamic view. No. 12/2020, URL:https://www2.deloitte.com/de/de/pages/consumer-industrial-products/articles/automotive-supplier-transformation.html, accessed 06/23/2021.
Duwe, J. (2018). Beidhändige Führung. Wie Sie als Führungskraft in großen Organisationen Innovationssprünge ermöglichen. Springer-Verlag GmbH Deutschland, Berlin.
Erpenbeck, J. (2012). Was sind Kompetenzen? In: Faix, W. G. (Ed.): Kompetenz. Festschrift Prof. Dr. John Erpenbeck zum 70. Geburtstag, Vol. 4, 1st ed., (pp. 1–57). Steinbeis-Edition, Stuttgart.
Fojcik, T.M. (2013). Exploitation, exploration and the ambidextrous design choice in the transition to electric vehicles – an analysis of small and medium-sized automotive suppliers in Germany. International Journal of Automotive Technology and Management, 13, 4, 354–371.
Fraunhofer IAO (2020). Beschäftigung 2030. Auswirkungen von Elektromobilität und Digitalisierung auf die Qualität und Quantität der Beschäftigung bei Volkswagen. Abschlussbericht, Fraunhofer-Institut für Arbeitswirtschaft und Organisation, Stuttgart, URL: http://publica.fraunhofer.de/dokumente/N-615480.html, accessed 06/23/2021.
Fraunhofer IPT (2019). Eine Branche im Umbruch – Den technologischen Wandel in der Automobilindustrie gestalten. Whitepaper, Fraunhofer-Institut für Produktionstechnologie IPT, URL: https://www.ipt.fraunhofer.de/content/dam/ipt/de/documents/whitepaper/Whitepaper-Eine-Branche-im-Umbruch-Automobil.pdf, accessed 06/23/2021.
Gairing, F. (2020). Transformationskompetenz – Welche Fähigkeiten brauchen Menschen und Organisationen zur erfolgreichen Gestaltung der digitalen Transformation und wie können diese gefördert werden? In: Haubrock, A. (Ed.): Digitalisierung – das HR-Management der Zukunft. (pp. 166–212), Kohlhammer GmbH, Stuttgart.
García-Madariaga, J. and Rodriguez-Rivera, F. (2017). Corporate social responsibility, customer satisfaction, corporate reputation, and firms’ market value: Evidence from the automobile industry. Spanish Journal of Marketing – ESIC, 21, pp. 39–53.
Gibson, C. B. and Birkinshaw, J. (2004). The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity. Academy of Management Journal, 47, 2, 209–226.
Gläser, J. and Laudel, G. (2009). Experteninterviews und qualitative Inhaltsanalyse als Instrumente rekonstruierender Untersuchungen. 3rd, rev. ed., VS Verlag für Sozialwissenschaften, Wiesbaden.
Hans-Böckler-Stiftung (2012). ELAB Elektromobilität und Beschäftigung. Wirkungen der Elektrifizierung des Antriebsstrangs auf Beschäftigung und Standortumgebung (ELAB). Studienergebnisse, Düsseldorf, URL:https://www.muse.iao.fraunhofer.de/content/dam/iao/muse/de/documents/AbgeschlosseneProjekte/elab-zusammenfassung.pdf, accessed 05/10/2021.
IEA (2020). Global EV Outlook 2020. Entering the decade of electric drive? URL: https://webstore.iea.org/download/direct/3007?fileName=Global_EV_Outlook_2020.pdf, accessed 06/23/2021.
IEA (2021). Global EV Outlook 2021. Accelerating ambitions despite the pandemic. URL: https://webstore.iea.org/download/direct/4368, accessed 05/10/2021.
Kauppila, O. (2010). Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships. Strategic Organization, 8, 4, 283–312.
Kawai, T. (2022). Evaluation of Toyota’s Strategy for Electric Vehicles in Counteracting Platformers – Based on the Theories of Dynamic Managerial Capabilities and Dynamic Platform Strategy. Journal of Strategic Management Studies, 14, 1, 67–87.
Khan, A.; Chen, L.-R. and Hung, C.-Y. (2021). The Role of Corporate Social Responsibility in Supporting Second-Order Social Capital and Sustainable Innovation Ambidexterity. Sustainability, 13, 6994, 1–15.
Klein, V. B. and Todesco, J. L. (2021). COVID-19 crisis and SMEs responses: The role of digital transformation. Knowledge and Process Management. 28, 117–133. https://doi.org/10. 1002/kpm.1660
Kuckartz, U. (2018). Qualitative Inhaltsanalyse. Methoden, Praxis, Computerunterstützung. 4th ed., Beltz Juventa, Weinheim & Basel.
Lazard and Roland Berger (2020). Global Automotive Supplier Study. COVID-19 crisis as a window of opportunity? URL: https://www.lazard.com/media/451494/global-automotive-supplier-study-2020.pdf, accessed 05/10/2021.
Lubatkin, M. H.; Simsek, Z.; Ling, Y. and Veiga, J. F. (2006). Ambidexterity and Performance in Small- to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration. Journal of Management, 32, 5, https://doi.org/10.1177%2F0149206306290712.
Mayring, P. (2015). Qualitative Inhaltsanalyse. Grundlagen und Techniken. 12th, rev. ed., Beltz Verlag, Weinheim and Basel.
Matzler, K.; Veider, V. and Kathan, W. (2016). Collaborative Consumption: Teilen statt Besitzen. Wie Unternehmen das Phänomen der Sharing Economy für sich nutzen können. In: Gairing, P.; Hartlieb, E. and Lingenhel, D. (Eds.): Geschäftsmodellinnovationen. Vom Trend zum Geschäftsmodell. (pp. 119–131). Springer Fachmedien, Wiesbaden.
Müller, D. K.; Ommen, N. O. and Woisetschläger, D. M. (2015). Ein Segmentierungsansatz für die Adoption von Elektrofahrzeugen in Unternehmen. In: Proff, H. (Ed.): Entscheidungen beim Übergang in die Elektromobilität. Technische und betriebswirtschaftliche Aspekte. (pp. 9–25). Springer Fachmedien, Wiesbaden.
Müller, L.A. and Stephan, M. (2020). To separate or to integrate? The normative effect of national culture on organisational ambidexterity of automotive OEMs in transition towards electric mobility. International Journal of Automotive Technology and Management, 20, 4, 457–482.
O’Reilly, C. A. and Tushman, M. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior, 28, 185–206, https://doi.org/10.1016/j.riob.2008.06.002
O’Reilly, C. A. and Tushman, M. L. (2013). Organizational Ambidexterity: Past, Present and Future. Academy of Management Perspectives, 27, 4, 324–338.
OICA (2021). OICA correspondents survey: World motor vehicle production by country/region and type. URL: http://www.oica.net/wp-content/uploads/2013/03/total-production-2012.pdf, accessed 05/10/2021.
Proff, H. (2019). Multinationale Automobilunternehmen in Zeiten des Umbruchs. Herausforderungen –Geschäftsmodelle – Steuerung. Springer Fachmedien, Wiesbaden.
PwC (2017). eascy – Die fünf Dimensionen der Transformation der Automobilindustrie. PricewaterhouseCoopers GmbH Wirtschaftsprüfungsgesellschaft (Eds.), URL: https://www.pwc.de/de/automobilindustrie/pwc_automotive_eascy-studie.pdf, accessed 06/24/2021.
Raisch, S. and Birkinshaw, J. (2008). Organizational Ambidexterity: Antecedents, Outcomes, and Moderators. Journal of Management, 34, 3, 375–409.
Renzl, B., Rost, M. and Kaschube, J. (2013). Facilitating ambidexterity with HR practices – a case study of an automotive supplier. International Journal Automotive Technology and Management, 13, 3, 257–272.
Rost, M.; Renzl, B. and Kaschube, J. (2014). Organisationale Ambidextrie – Mit Kompetenzmodellen Mitarbeiter einbinden und Veränderung kommunizieren. In: Stumpf, M. and Wehmeier, S. (Eds.): Kommunikation in Change und Risk. Wirtschaftskommunikation unter Bedingungen von Wandel und Unsicherheiten. (pp. 33–55). Wiesbaden: Springer Fachmedien.
Shafique, I.; Kalyar, M. N. and Mehwish, N. (2021). Organizational ambidexterity, green entrepreneurial orientation, and environmental performance in SMEs context: examining the moderating role of perceived CSR. Corporate Social Responsibility and Environmental Management, 28, 1, 446–456.
Statistisches Bundesamt (2021). Beschäftigte und Umsatz der Betriebe im Verarbeitenden Gewerbe: Deutschland, Jahre, Wirtschaftszweige (WZ2008 2-/3-/4-Steller). URL: https://www-genesis.destatis.de/genesis/online?sequenz=tabelleErgebnis&selectionname=42271-0002&zeitscheiben=3#abreadcrumb, accessed 05/31/2021.
Stokes, P. and Wall, T. (2014). Research methods. London: Palgrave.
Strategy& (2020). Digital Auto Report 2020. Navigating through a post-pandemic world. URL: https://www.strategyand.pwc.com/de/en/insights/2020/digital-auto-report/digital-auto-report-2020-full-version.pdf, accessed 06/24/2021.
Svobodová, L. and Bednarska-Olejniczak, D. (2021). Corporate Social Responsibility and Automotive Industry in the Czech Republic. In: Proceedings of the international scientific conference Hradec Economic Days 2021, pp. 710–719.
Tuan, L. T. (2016). Organizational Ambidexterity, Entrepreneurial Orientation, and I-Deals: The Moderating Role of CSR. Journal of Business Ethics. 135, 145–159.
Tushman, M. L. and O’Reilly, C. A. (1996). Ambidextrous Organizations: Managing Evolutionary Change. California Management Review, 38, 4, 8–30.
VDA (2020). Jahresbericht 2020. Die Automobilindustrie in Daten und Fakten. URL: https://www.vda.de/de/services/Publikationen/vda-jahresbericht-2020.html, accessed 05/10/2021.
Waples, C. J. and Brachle, B. J. (2020). Recruiting millennials: Exploring the impact of CSR involvement and pay signaling on organizational attractiveness. Corporate Social Responsibility and Environmental Management, 27, 870–880.
Wedeniwski, S. (2015). Mobilitätsrevolution in der Automobilindustrie. Letzte Ausfahrt digital! Springer-Verlag, Berlin and Heidelberg.
