This study examines how mid-level managers facilitate digital transformation in large incumbent firms and identifies the managerial mechanisms through which they connect strategic digital ambitions with organizational and operational implementation.
The study adopts an inductive qualitative research design based on 27 in-depth interviews with mid-level managers from large, stock-listed German firms. The data were analyzed using the Gioia methodology to develop an empirically grounded framework.
The findings identify three interrelated aggregate dimensions through which mid-level managers enable digital transformation: strategic orchestration, organizational enablement, and operational integration. Mid-level managers act as a bidirectional interface between strategy and execution by translating strategic objectives into operational action while simultaneously feeding implementation experiences, barriers, and emerging opportunities back into strategic adaptation.
The study focuses on large German listed companies, limiting the transferability of the findings to SMEs, privately held firms, or organizations operating in different national contexts. As an inductive qualitative study based on interviews, the findings reflect participants’ perspectives and are not statistically generalizable. Future research should examine the proposed framework in different organizational settings, include additional stakeholder groups, and employ quantitative approaches to validate the identified managerial mechanisms and examine their influence on digital transformation outcomes.
The findings demonstrate that successful digital transformation depends on empowering mid-level managers as connectors between strategy and operations. Organizations should strengthen their strategic, communication, integration, and change management capabilities while equipping them with sufficient technological understanding. Managers should actively align digital initiatives with business objectives, foster employee engagement, support capability development, and promote continuous improvement. The framework provides practical guidance for executives seeking to enhance digital transformation by leveraging the unique intermediary position of mid-level managers throughout the implementation process.
By improving the effectiveness of digital transformation, organizations can better prepare employees for technological change, strengthen organizational learning, and foster more collaborative and adaptive workplaces. The study highlights the importance of communication, employee engagement, and capability development in reducing resistance to change and supporting sustainable organizational transformation, thereby contributing to healthier organizational environments during periods of technological disruption.
The study advances research on middle management and digital transformation by moving beyond established perspectives on managerial roles, competencies, and leadership behaviors. It develops an integrated framework that explains how strategic, organizational, and operational mechanisms interact throughout digital transformation and highlights the particular relevance of mid-level managers in large incumbent organizations.
