Abstract:

The paper presents a case of an action research methodology application in the process of digital transformation in SKODA AUTO company´s component plant. It is divided into three parts.

The first part presents a brief overview of the knowledge referring to a process of a digital transformation of a society and organizations. Digital transformation can be understood as a continual incorporation and implementation of the new digital technologies into all areas of social life including business (Carcary et al., 2016; Feki and Boughzala, 2015). As digital transformation brings fundamental changes for the employees it requires the also the changes on a level of managerial behaviour (Pavlica et al, 2018). In this respect a concept of “Agile leadership” seems to be the most inspiring (Herold, 2016). The competencies of an agile leader – in particular an ability to accept feedback and knowledge from others as well as an adaptability and willingness to listen, interact and communicate with internal and external stakeholders – are in depicting management as a process deeply rooted in a joint learning of the managers with their staff (and other stakeholders). In reference to this fact authors of this paper (two academics and one manager) decided to connect a process of digital transformation in ŠKODA AUTO company with an action research methodology.

The second part of the paper describes the nature of an action research. According to Sagor (2000) action research represents a disciplined process of inquiry conducted by and for those taking the action. The primary reason for engaging in action research is to assist the “actor” (SKODA AUTO company´s component plant manager in this case) in improving and/or refining his or her actions.

The action research involves seven steps:
(1) selecting a focus (digital transformation management in our paper);
(2) clarifying theories (theory of experiential learning and change management in our case);
(3) identifying research questions (these were focused on understanding the staff´s perception of and attitudes to digital transformation);
(4) collecting data (combination of workshops and questionnaire survey was conducted in our case);
(5) analysing data (standard statistical analysis of the questionnaire data was used);
(6) reporting results (workshop with the staff/respondents and a report to the top management of the component plant);
(7) taking informed action (proposal and step by step implementation of the recommendations focused on enhancement and improvement of a digital transformation in a component plant).

The third part of the paper presents a detailed description of the ways in which all 7 steps of action research approach were applied in ŠKODA AUTO company´s component plant. It also discusses the key results and practical insights stemming from this project including their transferability to different contexts (i.e. other plants of ŠKODA AUTO company, other commercial organizations).

Keywords:

Digital transformation, action research, agile leadership, learning, change management.