Empowering first-line managers as change leaders towards co-creation culture: the role of facilitated sensemaking

The authors analysed an ongoing service culture change in a strategically selected case. They illustrate how sensemaking can help to engender cultural change, and specifically, what sensemaking formats, approaches and strategies can have a transformative impact on first-line managers’ narrative. The article contribute to the literature with insights on strategic leadership through sensemaking and how public bodies can act as ‘intelligent organizations’ to enhance service co-creation. In addition, the authors show how an action researcher can complement a middle manager in change leadership.Co-SIE Cocreation for Service Innovation in Europ