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Understanding sensegiving Practices of Middle Managers during Strategic Change: a dynamic perspective

Author

Listed:
  • Polydefkis Loukopoulos

    (Philips Lighting - Philips Lighting, Eindhoven)

  • Lionel Garreau

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

Abstract

This research is concerned with how Middle Managers (MM) make sense of strategic change by focusing on understanding what they do in terms of activities and practices, seeing sensemaking as a set of activities. Based on an interpretive unique case study it draws on the implementation of a top down strategic change initiative in a multinational technology firm. Through inductive reasoning, we identify a set of four sensegiving modes that aggregate sixteen practices. Considering how MM made sense of the situation when implementing these sensegiving practices, we identify two sensemaking dimensions that articulate with sensegiving practices. Ordering the sensegiving practices with the underpinning sensemaking elements overtime we identify the dynamics of these practices and propose a process model of sensegiving practices as performed by MM.

Suggested Citation

  • Polydefkis Loukopoulos & Lionel Garreau, 2018. "Understanding sensegiving Practices of Middle Managers during Strategic Change: a dynamic perspective," Post-Print hal-01894940, HAL.
    • Handle: RePEc:hal:journl:hal-01894940
    as

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