Towards Understanding the Role of Middle Managers in I4.0 Initiatives
J.S.S. Jadhav (TU Delft - Technology, Policy and Management)
R.M. Verburg – Mentor (TU Delft - Economics of Technology and Innovation)
A. Boru – Mentor (TU Delft - Delft Centre for Entrepreneurship)
F. Verest – Graduation committee member (Eviden)
Hans Kwaspen – Graduation committee member (Eviden)
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Abstract
This study explores the crucial role of middle managers in implementing and facilitating Industry 4.0 (I4.0) initiatives within manufacturing organisations. While existing research primarily focuses on the role of top management in digital transformation, this study underscores the critical contributions of middle managers throughout the phases of digitisation, digitalisation, and digital transformation. The research reveals how middle managers bridge the gap between strategic objectives and operational realities through a qualitative, inductive approach involving semi-structured interviews with senior managers, middle managers, and change managers. They are instrumental in laying the groundwork for digital change, building organisational digital maturity, and sustaining continuous innovation. The study highlights the challenges posed by traditional organisational structures and suggests the need for more flexible and adaptive frameworks to support the unique role of middle managers. By rethinking and empowering middle managers as strategic partners, organisations can achieve a more effective and sustainable digital transformation, ensuring that I4.0 initiatives align with strategic goals and operational needs.