Purpose This article aims to explore how manufacturing organizations navigate digital transformation in the era of Industry 5.0, with particular attention to management and learning. By applying the frameworks of dynamic capabilities and dynamic managerial capabilities, the study seeks to uncover how organizations sense emerging opportunities, mobilize resources and adapt employee competencies for digital transformation. Design/methodology/approach A qualitative case study was conducted using focus group interviews with 26 top and middle managers from eight manufacturing firms. Data were analyzed through thematic analysis in iterative steps. Findings The study highlights the ongoing need for organizations to sense opportunities, mobilize resources and transform capabilities to adapt to digital disruption. Sustained competitiveness requires continuous digital strategy, learning and managerial readiness to lead change processes. Research limitations/implications The study is limited to eight companies and managerial perspectives. Broader organizational insights and a larger sample could enhance the findings. Practical implications While seizing capabilities are often addressed, many organizations fall short in reconfiguring and transforming resources for long-term adaptation. Recognizing and developing organizational and managerial dynamic capabilities remains a challenge. Social implications This study points out the need for digital transformation managers to apply a human-centric perspective, acknowledging the disruptive force of digital transformation affecting the entire organization. Originality/value The novelty of this study lies in combining the frameworks of dynamic capabilities and dynamic managerial capabilities, uncovering how manufacturing organizations adapt resources and how managers drive learning and transformation building manufacturing systems that are not only technologically advanced but also human-centric and resilient.
Tengblad et al. (Tue,) studied this question.