Řízení změn v automobilovém průmyslu v Evropě

This thesis examines strategic change management in the European automotive industry under conditions of concurrent sectoral transformation. Drawing on a comparative analysis of European and Chinese automakers' change management approaches and a case study of Mercedes-Benz, the work aims to identify key factors affecting the competitiveness of European automotive companies and to formulate recommendations for their long-term market position. The research employs a qualitative design combining comparative analysis of seven automakers, a case study, and a two-round expert Delphi survey with a panel of eight specialists from the automotive industry, academia, and consulting. Analysis is structured through a hybrid seven-dimension framework combining a process dimension derived from Kotter's models with a content dimension drawn from automotive transformation literature. Results indicate that the greatest differences between European and Chinese approaches to strategic change management lie in development cycle speed, degree of vertical integration, and digital and software strategy. The Delphi survey reached consensus on five key competitiveness factors; software as a primary source of margin and dependency on Chinese raw materials as a strategic risk were rated most pressing by the panel Four specific recommendations are formulated addressing strategic dilemmas particular to Mercedes-Benz.