From Implementer to Strategic Agent: Identity Work of Middle Managers amid AI Infusion

Upon investigation, this research looks into how AI empowerment impacts professional identity in middle-level managers, who in turn alter their conventional role as the Implementation Actor to that of a Strategic Actor. To this end, this research features a qualitative multiple-case study design, where data gathering is done through personal interviews, observations, and analysis of organizational documents. Here, data from this research will be utilized to validate a systematic three-tier identity transformation, which involves cognitive transformation, capability transformation, and enhancement of identity status. This outcome gives a confirmation of successful development, where AI literacy development moves from 1.5 to 4.5, with a 125% development in overall competency. Lastly, for this research, a theoretical frame of reference in relation to identity will be utilized, in line with this technology development in AI, providing evidence that this disruption in technology provides malleability of identities rather than obsolescence. This outcome of this research can be employed for developing a new set of competencies that fall along technology and strategic thinking as a guide in organizations pertaining to how to manage digitization, as well as how to effectively implement human AI-related collaborations.