Exploring the affects of transformative change on successful company performance in the automotive industry

by Alabi, Ayoola T., Ph.D., CAPELLA UNIVERSITY, 2015, 132 pages; 3684886


The U.S. automotive industry, like many other industries, continues to struggle with the affect of organizational transformative change on successful company performance in its global business environments. This study offered the opportunity to increase the understanding of how transformative change affects performance in the automotive industry. The exploratory qualitative inquiry used in-depth interviews to explore and understand the meaning 20 dealership owners, managers, supervisors, and team members ascribe to transformative change and the effect on successful company performance in the automotive industry. Inductive analysis was used to identify emerging themes and patterns from the interview transcripts. The data analysis revealed that competition, innovative vehicle technology, and information technology have revolutionized the automotive industry. Customer satisfaction, customer incentives, effective and efficient marketing, continuous improvement, and unique value to customers play a major role on how dealerships respond and adapt to the environment. The dealerships do not have a choice but to adapt to the dynamic business environment. The result of the study indicate that leaders in the automotive industry are aware of the dynamic nature of the automotive industry and are developing the cognitive capacities to sense and take advantage of emerging business opportunities. However, there is work to be done in the areas of transformative leadership development and learning from the future as it emerges. The auto-manufacturers and the dealerships are seeking innovative ways to transform the industry. There is need for the automotive industry to develop transformative and learning leaders that can sense and seize emerging business opportunities.

AdviserMarilyn E. Harris
Source TypeDissertation
SubjectsManagement; Organizational behavior
Publication Number3684886

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