Employee sensemaking following an organizational change: a case study on the role of identification, framing, and dissent.
This research explored how identification, framing, and dissent influenced employee sensemaking following an organizational change implementation. Retrospective narrative interviews were conducted with 20 individuals who experienced a departmental restructure within a franchise holding company. The data was coded and analyzed using paradigmatic narrative analysis, a form of grounded theory. Results revealed participants demonstrated four types of sensemaking processes referred to as lone wolf, soldier, evangelist, and voyeur. Future research should consider a more complex understanding of the employee experience following organizational change with the intent to reduce employee burnout and intent to leave.