Strategic change communication : The influence of top managers' sensegiving over middle managers' sensemaking

Purpose: The purpose of this thesis is to explore factors that influence the sensemaking of middle managers during strategic change, and how top managers may influence those factors by making sense of them prior to the formation of the strategy. Methodology: In this paper, a qualitative research method with an abductive approach is used to explore individuals’ understanding and perspectives regarding the phenomenon under study. The data collection is based on interviewing six managers and two management consultants who added valuable inputs to our investigation. Findings: The research highlights the importance of top managers understanding how middle managers’ response to strategic change. Four factors are identified to be at the heart of middle managers’ response to change after sense has been given to them by top managers; Uncertainty, Personal stakes, Overload, and Trust. By understanding these factors, top managers are able to better forecast the reactions middle managers will have to the change; which helps top managers to assess the level of transparent information needed and the level of involvement of middle managers needed in the design of a strategy. Originality/Value: Based upon previous research on the separate factors, this paper further explores and compiles the factors together to provide top managers with an insight of their potential influence over the sensemaking process of middle managers