Rumble in the (corporate) jungle – a case study: The importance of personal identities, shared meaning and sense-making during change implementation processes
Abstract: In this paper the implementation process and personal responses towards a workspace change within a small subsidiary of a big energy conglomerate have been researched. Although much research regarding organizational change has been conducted, how softer aspects affect change is still underdeveloped. This case study will therefore provide an in-depth look at how employees react to, and perceive the change implementation process. Research was carried using a qualitative case study with an interpretive standpoint using semi-structured interviews, observation and document analysis. Findings reveal that lack of involvement and communication at early stages of a change process result in cynicism towards change and that mis-logics stemming from different identities and a lack of shared understanding lead to fragmentation between organisational members and can hinder a successful implementation. Our main recommendations include creating a shared organisational identity, hence a shared meaning, understanding and purpose. Another implication is the importance of involving employees in all stages of change to prevent the emergence of cynicism through resistance.
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