The readiness of automotive dealerships plays a pivotal role in advancing electric vehicle (EV) adoption, particularly in emerging economies such as Indonesia. This study explores internal organizational determinants that influence the preparedness of Indonesian automotive dealerships to adopt EVs, taking into account variations in brand origins and organizational structures. Drawing on data from a cross-sectional survey of 1,136 dealership branches and 170 head offices, the research applies Structural Equation Modeling (SEM) to uncover that transformational leadership is a key driver of adoption readiness in traditional dealerships where structured support systems and managerial autonomy coexist. In contrast, dealerships associated with Korean brands and those emphasizing hybrid vehicles are more dependent on resource coordination and knowledge absorption due to their limited strategic flexibility. The study introduces the HETER EV Framework to demonstrate how different combinations of organizational support, leadership, resource utilization, and knowledge management create distinct pathways to readiness. The results challenge the notion of universal strategies and underscore the necessity of tailoring interventions to specific brand structures and strategic contexts. By focusing on the Indonesian dealership landscape, the study adds to the Resource-Based View and Dynamic Capabilities Theory, while advocating for more localized and brand-specific approaches to support the EV transition. Further research is encouraged to examine dealerships in other countries to assess the global applicability of these insights.
Soerjopranoto et al. (Tue,) studied this question.