The Role of Middle Managers in the Implementation of a Corporate Incubator: A Case Study in the Automotive Sector

Lately, there has been a growing tendency of corporations to establish corporate incubators as a strategic tool of transformation. However, the managers of those incubators are often lacking the appropriate knowledge and experience when it comes to setting the right framework for implementing such novel innovation units. In this context, the role of middle managers needs to be re-evaluated in order to support them with the right toolset for such an endeavour to become successful. This article analyzes the role of middle managers in the implementation of a corporate incubator by conducting an in-depth single case study within a large German automotive company. In addition to insights from a comprehensive literature review, the study’s interviews with 13 experts reveal challenges as well as key success factors from the perspective of middle managers on the stated research problem. In particular, the ability of middle managers to influence employees and top management has been considered with the aim of avoiding resistance and failure. The findings from this study contribute to the research streams of corporate incubation and middle management. In addition, the findings are particularly relevant for managers of large corporations who are facing the challenge of transforming their organization due to digitalization and unpredictable developments in the market