The process of planning and implementing an organizational change - A qualitative study of how institutionalized ideas of organizing influence sensemaking and sensegiving

Abstract

Institutionalized ideas of organizing have a large impact and influence on the sensemaking and the sensegiving processes taking place during a change. However, more research on how this relation actually takes from needs to be conducted. This study explores how this relationship occurs in the context of an empirical case. With sensemaking and sensegiving as the theoretical framework, data has been collected from a company that is going through a change of its operative model. Focus of the study has been on the processes of planning, engaging and communicating during the planning and implementation of the change. Drawing from the findings of the case, where focus has been on how the members in the organization have talked about communication, an analysis has been conducted on how the institutionalized ideas of organizing have influenced the sensemaking and the sensegiving processes. The study also identifies a paradox in the case, namely that the organization is trying to change the present institutionalized ideas of organizing by actions that themselves are influenced by the same institutionalized ideas of organizing. The study contributes by extending the limited knowledge of how institutionalized ideas of organizing influence the processes of sensemaking and sensegiving and thus provide important knowledge to both research and practice.