de Metz, N.; Jansen van Rensburg, M.; Davis, A.

Shared sensemaking during a strategic change process: a non-managerial perspective

Article

de Metz, N., Jansen van Rensburg, M. and Davis, A. 2024. Shared sensemaking during a strategic change process: a non-managerial perspective. Journal of Strategy and Management. 17 (4), pp. 763-780. https://doi.org/10.1108/jsma-10-2023-0264

Publication dates
Type	Article
Title	Shared sensemaking during a strategic change process: a non-managerial perspective
Authors	de Metz, N., Jansen van Rensburg, M. and Davis, A.
Abstract	Purpose This study offers insight into how individuals in non-managerial positions make sense of a strategic change as it unfolds. We explore the dynamic aspects of how these individuals perceive and engage with the evolving process, and how shared strategic understanding is created. The study aimed to bridge the gap between structure and action by highlighting the agency of faculty staff members, during strategic change, in a business school context. Design/methodology/approach The study utilized a longitudinal, real-time, inductive approach based on a single explanatory case study to describe how phenomena change over time in context, focusing on faculty staff members in non-managerial positions. Qualitative data was collected in three phases involving real-time reflective diaries and observations, interviews, and documentation. A combinatory process-practice ontology, was adopted, complemented by a “temporal lens” to capture the strategic change process as it unfolded. Findings The authors present a temporal process model of strategic change and identify four enabling factors through which shared sensemaking was achieved during the change process. Additionally, the study explores the role of tensions and dissonance in fostering reflection and progress within the context of organizational change. Originality/value Findings contribute to the concept of shared sensemaking, and we illustrate how a change process is enabled through the interplay of dynamic (less visible) practices and static (prescriptive) elements of a change process. We contribute towards theory development through a more comprehensive understanding of contextual dynamics and how change processes unfold and interweave, by considering process, structure, and context.
Keywords	Strategic change processes; Temporality; Process ontology; Shared sensemaking; Tensions; Socio-materiality; Non-managerial employees
Sustainable Development Goals	4 Quality education
Middlesex University Theme	Creativity, Culture & Enterprise
Publisher	Emerald Publishing Limited
Journal	Journal of Strategy and Management
ISSN	1755-425X
Online	14 Aug 2024
Print	20 Nov 2024
Publication process dates
Submitted	11 Oct 2023
Accepted	11 Jul 2024
Deposited	05 Sep 2024
Output status	Published
Publisher's version	10-1108_jsma-10-2023-0264.pdf License CC BY 4.0 File Access Level Open
Copyright Statement	© Nadine de Metz, Mari Jansen van Rensburg and Annemarie Davis. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode
Digital Object Identifier (DOI)	https://doi.org/10.1108/jsma-10-2023-0264
Web of Science identifier	WOS:001288838300001
Language	English

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