Redefining digital competencies of managers in the Industry 5.0: evidence from the Brazilian automotive sector

Disruptive technologies change production processes and redefine professional roles. Above the technological aspects and aligned with the human-centred challenge implied by Industry 5.0, managers play an integrative role applying organisation's technological knowledge for better results. However, the competencies of managers are little explored in industrial contexts undergoing technological transformation. Previous research has not indicated what competencies managers should focus according to their roles. Filling this gap, this research aims to assess and discuss competency’ profiles for top and middle managers facing the technological transformation. The Brazilian automotive sector, representative as a global productivity benchmark, is explored. A multicriteria analysis by Analytic Hierarchy Process (AHP) is applied to evaluate a structure of competencies. The sample is based on the judgments of 109 managers from 31 automotive companies, including 11 automakers and 20 direct suppliers. Focus group discussions are integrated to elucidate the results. Findings indicate motivational, managerial, technical and social competencies in different levels of relevance for top and middle managers from automakers and suppliers. This paper contributes to the literature by indicating how competency’ profiles progress according to the managerial role, productive context and technology implementation stages. This research provides guidelines implications for the strategic development of industrial managers.