Employee sensemaking following an organizational change: a case study on the role of identification, framing, and dissent.
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Broaddus, Rebecca F., 1989-
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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.