Sensemaking in organizations - Different responses to strategic change

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dc.contributor Aalto-yliopisto fi
dc.contributor Aalto University en
dc.contributor.author Saari, Christina
dc.date.accessioned 2014-08-06T08:38:22Z
dc.date.available 2014-08-06T08:38:22Z
dc.date.issued 2014
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/13694
dc.description.abstract Objectives: The purpose of this study is to gain understanding of different responses to strategic change and its meaning to implementation of strategy. This study lies on the assumption that organizational members make sense in different ways because sensemaking is based on individual knowledge. I argue that organizational-level responses can be explained by examining individuals' interpretative responses. The study builds on the strategy-as-practice perspective and to identify these responses I draw on Karl Weick's sensemaking theory. The aim of this study was to find out how do organizational members make sense of the strategic change and how these interpretations and responses contribute or prevent the implementation of strategy. Data and methods: The qualitative case study method was used to achieve the objective of this study. Empirical data was gathered by conducting ten semi-structured in-depth interviews with organizational members of the case company, of which five were group-level managers and five members of different teams. The theoretical framework of the study was combined from the strategy-as-practice and sensemaking theory and by adopting model of four modes of interaction between new ideas and the organization by Lozeau, Langley & Denis. Findings and conclusions: Strategy-as-practice perspective and sensemaking theory suggest that understanding how different organizational responses to change come out requires insight at the individual level. Based on the analysis, I identified four different individual-level responses: "Strategic Bellwether", "Critical Change Agent", "Adaptive Follower" and "Ignorant Critic". Through interpretative analysis I discovered how these responses either contributed or prevented the implementation of change by transforming the organization, making symbolic changes, customizing the change to better fit the context, or by corrupting the change. en
dc.format.extent 67
dc.language.iso en en
dc.title Sensemaking in organizations - Different responses to strategic change en
dc.type G2 Pro gradu, diplomityö fi
dc.contributor.school Kauppakorkeakoulu fi
dc.contributor.school School of Business en
dc.contributor.department Johtamisen ja kansainvälisen liiketoiminnan laitos fi
dc.contributor.department Department of Management and International Business en
dc.subject.keyword strategy-as-practise
dc.subject.keyword strategy implementation
dc.subject.keyword sensemaking
dc.subject.keyword organizational responses
dc.identifier.urn URN:NBN:fi:aalto-201408062358
dc.type.dcmitype text en
dc.programme.major Finnish Business Communication en
dc.programme.major Talouselämän viestintä fi
dc.type.ontasot Master's thesis en
dc.type.ontasot Pro gradu tutkielma fi
dc.subject.helecon viestintä
dc.subject.helecon communication
dc.subject.helecon yritysviestintä
dc.subject.helecon business communication
dc.subject.helecon organisaatio
dc.subject.helecon organization
dc.subject.helecon strategia
dc.subject.helecon strategy
dc.ethesisid 13653
dc.date.dateaccepted 2014-05-15
dc.location P1 I fi


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