Author
Abstract
This ongoing research investigates how Generative Artificial Intelligence (GAI) technologies are reshaping the roles and competencies of middle managers. While much of the existing literature emphasizes macro-level impacts of AI—such as productivity gains and strategic transformation—this study focuses on micro-level changes, particularly managerial adaptation, decision-making, and skill reconfiguration. Grounded in activity theory (Engeström, 1987, 2001) and informed by a critical realist epistemology, the study adopts a qualitative, inductive approach. Data is being collected through semi-structured interviews with middle managers from three contrasting organizational contexts: a large enterprise in the energy sector (30 interviews), a medium-sized digital services firm (15 interviews), and a small telecommunications company (15 interviews). This multi-site design enables the analysis of systemic tensions across different governance models and organizational cultures. Preliminary findings reveal that middle managers are often at the forefront of GAI experimentation, initiating Bottom-Up innovation processes outside official IT channels. These informal practices—frequently associated with Shadow IT—allow for agile problem-solving but also pose significant risks in terms of data security and strategic misalignment. Managers report that GAI tools not only automate routine tasks but also support cognitive structuring, thereby transforming how they plan, communicate, and lead. The integration of GAI calls for hybrid competencies that go beyond technical know-how. Conceptual skills (e.g., sense-making and system thinking), human skills (e.g., empathy, leadership, conflict mediation), and ethical awareness are increasingly vital. Middle managers thus emerge as key facilitators of digital transformation, mediating between frontline innovation and top-down strategic frameworks. This paper contributes to the literature by offering a multi-dimensional reading of managerial transformation through the lens of activity theory. It proposes actionable insights for organizations aiming to responsibly integrate GAI, emphasizing the need for adaptive governance, targeted upskilling, and the creation of experimental safe zones. Future work will extend the dataset and explore longitudinal trajectories of GAI adoption and governance.
Suggested Citation
Philippe Jean-Baptiste, 2025.
"Redefining Middle Management: How Generative AI Reshapes Roles and Competencies,"
Post-Print
hal-05124707, HAL.
Handle:
RePEc:hal:journl:hal-05124707
Note: View the original document on HAL open archive server: https://hal.science/hal-05124707v1
Download full text from publisher
Corrections
All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:hal:journl:hal-05124707. See general information about how to correct material in RePEc.
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
We have no bibliographic references for this item. You can help adding them by using this form .
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: CCSD (email available below). General contact details of provider: https://hal.archives-ouvertes.fr/ .
Please note that corrections may take a couple of weeks to filter through
the various RePEc services.