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Design+ The transformation of the automotive industry

Christensen’s theory of disruptive innovation builds on In this context, the literature distinguishes between
the S-curve model and distinguishes between disruptive internal and external drivers. 25,34 Internal drivers of change
and sustaining technologies. Disruptive technologies develop through the transformation of a company’s
often start in niche markets and may initially not offer capabilities, internal structure, and resources. In contrast,
the same performance as existing technologies from the external drivers are market- and field-driven and arise from
customer’s perspective. However, they create new customer environmental turbulence. 25,32 External causes include
value through technical advancement and ease of use, economic, technological, and political-legal aspects.
eventually displacing established technologies. Sustaining Economic drivers of change involve shifts in customer
technologies optimize existing products by improving behavior, the competitive landscape, and labor and financial
performance based on consumer preferences. The markets, including the trend toward customer-specific and
Innovator’s Dilemma describes the challenge company’s personalized products. 25,32 Technological drivers refer to
face in balancing the focus on present customer demands the introduction of innovative technologies or significant
with timely engagement in disruptive technologies, which technological advancements that impact production
often leads to faster technological advancement than the processes. Political-legal factors encompass changes
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development of market needs. 24 in political and regulatory frameworks, such as binding
agreements between trade unions and companies. 25,32
2.4. Drivers of transformation
Internal corporate developments, such as fluctuating
In the literature, the term “drivers of change” is used to order volumes, changes in personnel structure, or the
characterize factors that stimulate or necessitate change introduction of new technologies, also require flexible
processes within corporate structures. Wiendahl adaptability. Internal drivers have significant impacts on
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defines them as external and internal influences and aspects of the company such as products, competencies,
impulses that can trigger changes. Westkämper refers resources, and organizational structure. The introduction
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to them as turbulences and also distinguishes between of new product variants and changes in the order situation
external and internal influencing factors. Nyhuis can lead to adjustment processes. Changes in organizational
describes drivers of change as a multitude of overlapping structure and operational resources, such as equipment,
and mutually influencing factors that together create a capacities, infrastructure, and personnel, are also
turbulent environment and generate pressure for change at significant internal influences. In addition, adjustments to
various system levels. Synonyms such as transformation internal capabilities may be necessary. These can involve
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drivers and transformation triggers 30,31 are also used to changes within the personnel structure, corporate culture,
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characterize these influencing factors. It is crucial that or technology portfolio, thus acting as catalysts for internal
companies are able to control the impacts of dynamic change processes. 32
influencing factors and leverage them to increase their
efficiency. The ability to adapt to continuously changing It is evident that influencing factors are interconnected
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environmental demands is thus essential for the long- and their effects become significant only through changes
term viability of companies. 25 within the system. Consequently, conceptual and structural
measures can be derived from the insights gained from
The corporate environment, especially in the these drivers. 25
automotive industry, is characterized by turbulence
due to the dynamics in surrounding markets, rapid This publication focuses on the technological drivers
technological developments, and fluctuations in available of change. In their book Excellence in Change, Krüger
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resources. 25,32 Turbulence in the automotive industry, and Bach demonstrate that technological drivers are
for example, manifests through resource shortages. The among the most important external influencing factors,
lack of semiconductor products limits the production of highlighting the relevance of examining them.
important preliminary and intermediate products and 3. Materials and methods
is thus considered a constraining factor for automotive
production. In this context, the ability to adapt and In this paper, the framework by vom Brocke et al. is used
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change are crucial success factors for companies in as the methodological basis for the study. The model begins
global markets. The continuous change in influencing with the first phase, defining the scope of the literature
factors constantly creates new circumstances to which review. vom Brocke et al. utilize the taxonomy developed
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companies must adaptively respond. The critical by Cooper to classify literature reviews. This classification
component lies in balancing adaptability and robustness is based on six characteristics: Focus, goal, perspective,
to successfully operate and promote growth under coverage, organization, and audience, which can vary in
dynamic influences. 25 different ways. This literature review focuses on research
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Volume 2 Issue 1 (2025) 4 doi: 10.36922/dp.4445