Middle Managers’ role in Digital Transformation and Implementation

Abstract

Despite significant advancements, the healthcare sector lags in digital transformation. The COVID-19 pandemic served as a catalyst, but the rapid pace of technological change necessitates effective leadership for successful implementation. While new technologies have been introduced, traditional organizational structures often remain. This research examines the critical role of middle managers in navigating digital transformation within social and healthcare organizations. These leaders face unique challenges due to resource constraints, regulations, and resistance. Our study aims to identify the essential requirements and challenges middle managers face, exploring them through a change leadership lens. We investigate the potential benefits and risks of digital transformation in these sectors to provide valuable insights for successful implementation. Our research questions guided the data collection: what challenges do middle managers encounter in digital transformation and the implementation of digital tools? How can a change leadership perspective address these challenges? Employing a qualitative literature review with a deductive thematic analysis approach, we analyzed 16 articles published between 2019-2024. The analysis highlights the importance of communication, change management, and team upskilling by middle managers for successful implementation. However, collaboration across all stakeholders, including supportive top leadership, is crucial. The top-down hierarchy inherent in healthcare can hinder this collaboration. This research emphasizes the need for further studies on how top management and healthcare units can work together more effectively during digital transformation projects.