Lost in translation how public managers across hierarchical levels shape customization depending on their managerial or professional identity

Using identity theory, we analyse how frontline, middle and top managers shape customization, dependent on their differences in professional and managerial identities. Our qualitative research shows that frontline managers prioritize professional values in managing customization, but these often conflict with managerial values. Top managers acknowledge the importance of customization and seek to balance both identities, but face challenges to maintain this focus as it moves down the hierarchy. Middle managers translate strategic goals into practice, yet their focus on managerial values cause customization to fade. This study highlights customization getting lost in translation when it cascades down the hierarchy.