Opportunity or Threat? Exploring Middle Manager Roles in the Face of Digital Transformation
With the proliferation of automation technology, controversy concerning the impact of digital automation on middle‐managers’ strategic importance is rising. Some scholars adopt an ‘ automation‐as‐a‐threat ’ view to argue that digital automation replaces middle‐managers’ strategic value. On the contr...
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| Published in | Journal of management studies Vol. 60; no. 7; pp. 1684 - 1719 |
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| Main Authors | , , , |
| Format | Journal Article |
| Language | English |
| Published |
Oxford
Blackwell Publishing Ltd
01.11.2023
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| Subjects | |
| Online Access | Get full text |
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| Abstract | With the proliferation of automation technology, controversy concerning the impact of digital automation on middle‐managers’ strategic importance is rising. Some scholars adopt an ‘
automation‐as‐a‐threat
’ view to argue that digital automation replaces middle‐managers’ strategic value. On the contrary, others take an ‘
automation‐as‐an‐opportunity
’ view to underscore the role accumulation advantages digital automation offers for individuals in organizations. We acknowledge this debate and develop a contingency‐based role‐theoretical framework, suggesting that the impact of automation on middle‐managers’ strategic involvement depends on: (a) the nature of the middle‐management tasks subject to automation, and (b) the level of the individual middle‐manager's task‐related expertise and simultaneous role embeddedness – as defined by their position tenure. We test our framework using longitudinal survey data from German, Swiss and Austrian firms at four time points. Overall, our work takes an important step toward unravelling the complex and contingent impact of digital automation on middle‐managers’ strategic involvement in contemporary organizations. |
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| AbstractList | With the proliferation of automation technology, controversy concerning the impact of digital automation on middle‐managers’ strategic importance is rising. Some scholars adopt an ‘
automation‐as‐a‐threat
’ view to argue that digital automation replaces middle‐managers’ strategic value. On the contrary, others take an ‘
automation‐as‐an‐opportunity
’ view to underscore the role accumulation advantages digital automation offers for individuals in organizations. We acknowledge this debate and develop a contingency‐based role‐theoretical framework, suggesting that the impact of automation on middle‐managers’ strategic involvement depends on: (a) the nature of the middle‐management tasks subject to automation, and (b) the level of the individual middle‐manager's task‐related expertise and simultaneous role embeddedness – as defined by their position tenure. We test our framework using longitudinal survey data from German, Swiss and Austrian firms at four time points. Overall, our work takes an important step toward unravelling the complex and contingent impact of digital automation on middle‐managers’ strategic involvement in contemporary organizations. With the proliferation of automation technology, controversy concerning the impact of digital automation on middle‐managers’ strategic importance is rising. Some scholars adopt an ‘automation‐as‐a‐threat’ view to argue that digital automation replaces middle‐managers’ strategic value. On the contrary, others take an ‘automation‐as‐an‐opportunity’ view to underscore the role accumulation advantages digital automation offers for individuals in organizations. We acknowledge this debate and develop a contingency‐based role‐theoretical framework, suggesting that the impact of automation on middle‐managers’ strategic involvement depends on: (a) the nature of the middle‐management tasks subject to automation, and (b) the level of the individual middle‐manager's task‐related expertise and simultaneous role embeddedness – as defined by their position tenure. We test our framework using longitudinal survey data from German, Swiss and Austrian firms at four time points. Overall, our work takes an important step toward unravelling the complex and contingent impact of digital automation on middle‐managers’ strategic involvement in contemporary organizations. |
| Author | Van Doorn, Sebastiaan Georgakakis, Dimitrios Reimer, Marko Oehmichen, Jana |
| Author_xml | – sequence: 1 givenname: Sebastiaan surname: Van Doorn fullname: Van Doorn, Sebastiaan organization: University of Western Australia – sequence: 2 givenname: Dimitrios surname: Georgakakis fullname: Georgakakis, Dimitrios organization: University of York – sequence: 3 givenname: Jana surname: Oehmichen fullname: Oehmichen, Jana organization: University of Mainz – sequence: 4 givenname: Marko surname: Reimer fullname: Reimer, Marko organization: WHU Otto Beisheim School of Management |
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