Determining the Dimensions, Components, and Indicators of Transformational Digital Leadership in SAIPA Automotive Group
Keywords:
Transformational Digital Leadership, Digital Transformation, SAIPA Automotive GroupAbstract
The purpose of this study was to identify and develop the dimensions, components, and indicators of transformational digital leadership in SAIPA Automotive Group. This study employed a qualitative developmental research design grounded in the interpretive paradigm and guided by an inductive approach. Data were collected through semi-structured interviews with 17 experts, senior and middle managers, policymakers, consultants, and specialists with substantial experience in digital transformation, leadership, information technology, innovation, and automotive industry management. Participants were selected using purposive criterion-based sampling, and interviews continued until theoretical saturation was achieved. The collected data were transcribed and analyzed using Braun and Clarke’s six-phase thematic analysis method with the support of MAXQDA software. Trustworthiness was enhanced through repeated data review, continuous comparison of codes and themes, expert participation, and systematic documentation of the analytical process. The analysis resulted in the extraction of 570 initial concepts, which were reduced to 354 basic codes after removing overlaps and redundancies. These codes were subsequently organized into 26 subthemes and 7 overarching themes. The final model of transformational digital leadership consisted of: (1) Digital Transformation Leadership and Strategy, including transformational leadership, digital vision, strategic alignment, and dynamic capabilities; (2) Data Governance and Digital Technologies, encompassing data governance, analytics, artificial intelligence, and digital infrastructure; (3) Digital Transformation in Production and Operations, including smart manufacturing, digital operations, supply chain digitalization, and digital product management; (4) Digital Innovation and Technology Ecosystem, comprising innovation capability, knowledge management, ecosystem collaboration, and digital R&D; (5) Digital Market and Customer Value Creation, including digital customer experience, digital marketing, connected services, and customer analytics; (6) Human Capital and Digital Culture, involving digital culture, talent development, employee empowerment, and change management; and (7) Security, Risk, and Macro Digital Governance, including cybersecurity, digital governance, risk management, and digital sustainability. The findings demonstrate that transformational digital leadership in the automotive industry is a multidimensional and integrative phenomenon extending beyond technological implementation.
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Copyright (c) 2026 Hamzeh Esmaili (Author); Mohammad Reza Rabiee Mandejin; Vahid Araei, Mohammadreza Saeedi (Author)
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
