From Control to Co-Creation: The Rise of the Wheeler Manager in Value-Driven Organizations

This article examines the emergence of the Wheeler Manager as a novel managerial archetype enabling value creation through co creation in contemporary organizations. Grounded in Traversa’s conceptualization of the Wheeler Manager within flat and circular organizations (Beretta et al., 2024; Traversa, 2024), the study integrates service dominant logic and network theories of resource interaction. A comprehensive literature review maps the shift from hierarchical control to facilitative roles emphasizing transparency, inclusivity, and cross-functional coordination. The Wheeler Manager’s function is theorized as a facilitator of continuous feedback loops, fostering collaboration across internal and external stakeholders. The paper presents a theoretical framework situating the Wheeler Manager at the intersection of organizational design, co creation processes, and strategic value generation. It discusses how this role enables dynamic resource recombination, accelerates collaborative episodes, and sustains longitudinal value journeys (Perna et al., 2022). Managerial implications suggest that adopting the Wheeler Manager role supports resilience, adaptability, and sustainable growth in organizations transitioning toward circular or flat structures. Future research avenues include empirical validation across industry contexts and longitudinal case studies to assess the impact of Wheeler Managers on value outcomes and organizational performance.