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Navigating Organisational Change: Middle Managers’ Sensemaking Practices in a Malaysian Organisation

Author

Listed:
  • Noor Khairin Nawwarah Khalid

    (Language Academy, Faculty of Social Sciences and Humanities, Universiti Teknologi Malaysia)

  • Aini Maznina A.Manaf

    (Department of Communication, AbdulHamid AbuSulayman Kulliyyah of Islamic Revealed Knowledge and Human Sciences, International Islamic University Malaysia)

Abstract

Sensemaking is critical for middle managers navigating organisational change, yet research on their sensemaking practices remains limited, particularly in the Malaysian context. This study examines how middle managers in a Malaysian organisation interpret and respond to change, drawing on the Communicative Constitution of Organisations The Montreal School (CCO TMS) theory. Using a qualitative approach, semi-structured interviews were conducted with 30 middle managers to explore their sensemaking strategies. The findings reveal seven key sensemaking practices: adopting a big-picture mindset, demonstrating empathy, reflecting on emotions, relying on Company Approved Procedure guidelines, engaging in storytelling, participating in change intervention programs, and utilizing internal communication channels. These practices enable middle managers to bridge the gap between senior leadership’s strategic vision and employees’ operational realities, fostering alignment and reducing resistance. The study highlights the crucial role of middle managers in facilitating successful change initiatives and underscores the importance of equipping them with communication and sensemaking resources. Organisations should prioritize structured communication strategies and leadership support mechanisms to enhance middle managers’ effectiveness in guiding teams through change.

Suggested Citation

  • Noor Khairin Nawwarah Khalid & Aini Maznina A.Manaf, 2025. "Navigating Organisational Change: Middle Managers’ Sensemaking Practices in a Malaysian Organisation," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 9(4), pages 2772-2792, April.
    • Handle: RePEc:bcp:journl:v:9:y:2025:issue-4:p:2772-2792
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    References listed on IDEAS

    as
    1. Karl E. Weick, 2010. "Reflections on Enacted Sensemaking in the Bhopal Disaster," Journal of Management Studies, Wiley Blackwell, vol. 47(3), pages 537-550, May.
    2. Eero Vaara & Andrea Whittle, 2022. "Common Sense, New Sense or Non‐Sense? A Critical Discursive Perspective on Power in Collective Sensemaking," Journal of Management Studies, Wiley Blackwell, vol. 59(3), pages 755-781, May.
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    4. Galit Klein & Eyal Eckhaus, 2017. "Sensemaking and sensegiving as predicting organizational crisis," Risk Management, Palgrave Macmillan, vol. 19(3), pages 225-244, August.
    5. Karl E. Weick, 2020. "Sensemaking, Organizing, and Surpassing: A Handoff," Journal of Management Studies, Wiley Blackwell, vol. 57(7), pages 1420-1431, November.
    6. Lynsey K. Romo & Noah Czajkowski, 2022. "An Examination of Redditors’ Metaphorical Sensemaking of Prenuptial Agreements," Journal of Family and Economic Issues, Springer, vol. 43(1), pages 1-14, March.
    7. Karl E. Weick & Kathleen M. Sutcliffe & David Obstfeld, 2005. "Organizing and the Process of Sensemaking," Organization Science, INFORMS, vol. 16(4), pages 409-421, August.
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