Examining the Role of Middle Managers in Digital Transformation Processes
Keywords:
Digital transformation, middle managers, qualitative research, organizational change, digital leadership, role adaptationAbstract
This study aimed to explore how middle managers perceive and enact their roles during organizational digital transformation processes. Using a qualitative research design with a phenomenological approach, data were collected through semi-structured interviews with 30 middle managers from public and private sector organizations in Tehran. Participants were selected via purposive sampling and interviews continued until theoretical saturation was reached. Each interview was audio-recorded, transcribed, and analyzed using thematic analysis with the aid of NVivo software. The analysis focused on identifying recurring themes and subthemes related to the evolving role, challenges, and emotional responses of middle managers in the context of digital transformation. The results revealed three overarching themes: role reconfiguration, organizational barriers and enablers, and emotional and cognitive engagement. Middle managers described a shift from operational execution to strategic facilitation, taking on increased decision-making autonomy and responsibility for aligning digital strategies with team practices. Key enablers included executive support, peer collaboration, and team-level change readiness, while barriers included hierarchical rigidity, cultural resistance, and resource limitations. Participants reported both digital confidence and emotional strain, expressing a need for continuous learning and greater role clarity. These findings align with and extend existing literature on digital leadership, organizational change, and middle management’s strategic function. Middle managers play a pivotal, dual role in driving digital transformation, acting as both implementers and enablers of change. Their effectiveness is shaped by organizational structures, leadership support, and their own cognitive and emotional engagement. To succeed in digital environments, organizations must recognize and invest in the strategic development of middle managers through training, empowerment, and structural alignment.
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