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Contribution Details
| Type | Conference Presentation |
| Scope | Discipline-based scholarship |
| Title | The Role of Substantive Actions in Sensegiving During Strategic Change |
| Organization Unit | |
| Authors |
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| Presentation Type | paper |
| Item Subtype | Original Work |
| Refereed | Yes |
| Status | Published in final form |
| Language |
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| Event Title | European Group for Organizational Studies (EGOS) Colloquium 2016 |
| Event Type | conference |
| Event Location | Naples |
| Event Start Date | July 7 - 2016 |
| Event End Date | July 9 - 2016 |
| Abstract Text | This study examines top managers’ sensegiving in strategic change. It focuses on how top managers’ substantive actions of implementing an intended change contribute to the adjustment of interpretive schemes in the organization. Drawing on a longitudinal comparative case study of three firms, we find that by creating contexts and resources for sensegiving, substantive actions can contribute to scheme change in both direct and indirect ways. In a direct way, top managers mobilize substantive actions for sense breaking, sense specification, and sense anchoring. In an indirect way, substantive actions influence scheme change through the substantive outcomes they produce. Substantive outcomes not only reinforce the new schemes but also lead to their adjustments. Since taking substantive actions often requires formal authority, our findings show how top managers can mobilize their formal power to influence the sensemaking of organizational members. |
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