Strategic change in a pluralistic context: Change leader sensegiving

Day, Lisa ORCID: 0000-0003-4982-3449, Balogun, Julia ORCID: 0000-0003-2863-004X and Mayer, Michael (2023) Strategic change in a pluralistic context: Change leader sensegiving. Organization Studies, 44 (8). pp. 1207-1230.

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Official URL: http://dx.doi.org/10.1177/01708406231166815

Abstract

<jats:p> Research points to the challenge of delivering strategic change in pluralistic contexts. We explore this challenge through a real-time, qualitative case study of the implementation of strategic change in a post-1992 United Kingdom university. Our findings enable us to account for how a change leader can create sensegiving and sensemaking opportunities that influence others to engage in activities that facilitate change implementation through an orchestrated meetings-based process and which also leads to change action consistent with intended goals. In doing so we contribute to research on strategic change in pluralistic organizations, research on strategy meetings and research on change leader sensegiving. </jats:p>

Item Type:	Article
Uncontrolled Keywords:	leadership, longitudinal qualitative, pluralistic contexts, sensemaking theory, single case study, strategic change
Divisions:	Faculty of Humanities and Social Sciences > School of Management
Depositing User:	Symplectic Admin
Date Deposited:	14 Mar 2023 10:11
Last Modified:	27 Jul 2023 06:30
DOI:	10.1177/01708406231166815
Related URLs:	Author Publisher
URI:	https://livrepository.liverpool.ac.uk/id/eprint/3169039