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 managersshape customization, dependent on their differences in professional and man-agerial identities. Our qualitative research shows that frontline managers prior-itize professional values in managing customization, but these often conflictwith managerial values. Top managers acknowledge the importance of custo-mization and seek to balance both identities, but face challenges to maintainthis focus as it moves down the hierarchy. Middle managers translate strategicgoals into practice, yet their focus on managerial values cause customization tofade. This study highlights customization getting lost in translation when itcascades down the hierarchy.