Sonenshein, S., & Dholakia, U. (2012). Explaining employee engagement with strategic change implementation: A meaning-making approach. Organization Science, 23(1), 1-23.
Using a framework of meaning-making derived from social psychological research on how individuals manage adverse life events and research on sensemaking, we develop and test a theory about how frontline employees overcome the challenges of implementing strategic change. We find that certain types of meaning-making (strategy worldview and benefits finding) can create the requisite psychological resources that facilitate employees engaging in change implementation behaviors. The ...



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