Change management is a widely discussed concept; however this thesis renders visible strategic aspects of the discipline which have not yet been adequately discussed. Focus is on the implementation phase of strategic organisational change which the thesis presents as a second order transformational change that produces long-term strategic impact for the company. The success criteria of strategic organisational change are more versatile than the classic success criteria of organisational change (e.g. productivity and employee satisfaction), mainly because the scope of a strategic change is wider. In order to achieve strategic organisational change, understanding the concept of sensemaking becomes a key issue. Thus, this thesis accentuates that the way in which central stakeholders understands an organisational change will depict whether the project will fulfil its potential. Sensemaking is defined by Karl E. Weick (1995) as the process that takes place whenever we try to create meaning based on our experiences. It defines the way in which we perceive the world and thereby also the way we act. As middle managers hold a significant interface to numerous company stakeholders, they possess a key role in building the meanings surrounding the change. The concept of sensegiving is introduced to yield the possibility for a deliberate effort towards shaping the sensemaking process of middle managers, as a strategy for implementing change. Using case analysis, the concept of sensegiving in strategic organisational change is evaluated by examining the patterns of meaning surrounding a specific organisational change in the company Deloitte Business Process Solutions. Here, the change is embedded in a broad strategic context, and new ways of making the value of the project visible is thereby feasible. Middle managers in the company are in a key position to strengthen the implementation of the project into a strategically anchored change, however not all middle managers are found to share the explicated meanings of the top management. The thesis concludes that sensegiving, as a thorough and dedicated process of sharing meaning with middle managers, can support the implementation of strategic change, however it is found that personal interaction is a prerequisite.
|Educations||MSc in Human Resource Management, (Graduate Programme) Final Thesis|
|Number of pages||292|