A Phenomenological Study of the Dimensions of Managerial Role Reconfiguration in Digital Ecosystems
Keywords:
Managerial roles, digital transformation, digital ecosystems, digital leadership, phenomenology, innovationAbstract
This study aimed to explore how managerial roles are redefined within digital ecosystems, focusing on the lived experiences of managers navigating the demands of digital transformation. This qualitative study employed a phenomenological research design to capture the depth and complexity of managerial role adaptation in digital contexts. Twenty-seven managers from diverse digital-centric organizations in Canada were selected through purposive sampling. Data were gathered via semi-structured interviews, conducted either in person or through secure virtual platforms. Interview transcripts were analyzed using thematic analysis supported by NVivo software. The coding process involved multiple iterative readings, meaning unit extraction, development of open codes, and clustering of subthemes and overarching categories. Data collection was completed upon reaching theoretical saturation, and analytic rigor was enhanced through reflexive memoing and peer debriefing. Analysis revealed three overarching themes: (1) redefinition of authority and decision-making, (2) digital-driven relational restructuring, and (3) role expansion toward innovation and enablement. Participants described the flattening of hierarchies, increased dependence on algorithmic and data-driven decision-making, decentralization of managerial authority, and significant shifts in communication patterns and emotional labor in digital contexts. Managers also assumed expanded responsibilities related to digital learning facilitation, stakeholder engagement across platforms, and innovation brokerage. These findings indicate that managerial roles are being reshaped by both technological demands and evolving relational dynamics, requiring a combination of digital fluency, strategic adaptability, and emotional intelligence. The findings highlight a multidimensional reconfiguration of managerial work in digital ecosystems, suggesting that future leadership models must integrate technical, relational, and strategic capacities. Organizations must support managers not only through digital skill-building but also by fostering adaptive cultures that legitimize role fluidity and cross-boundary collaboration.
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References
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