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dc.contributor.advisorMcNamee, Lacy G.
dc.creatorBroaddus, Rebecca F., 1989-
dc.date.accessioned2016-06-21T13:59:06Z
dc.date.available2016-06-21T13:59:06Z
dc.date.created2016-05
dc.date.issued2016-03-07
dc.date.submittedMay 2016
dc.identifier.urihttp://hdl.handle.net/2104/9614
dc.description.abstractThis 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.
dc.format.mimetypeapplication/pdf
dc.language.isoen
dc.subjectOrganizational change. Sensemaking. Organizational identification. Role identification. Framing. Dissent. Communication.
dc.titleEmployee sensemaking following an organizational change: a case study on the role of identification, framing, and dissent.
dc.typeThesis
dc.rights.accessrightsWorldwide access
dc.type.materialtext
thesis.degree.nameM.A.
thesis.degree.departmentBaylor University. Dept. of Communication.
thesis.degree.grantorBaylor University
thesis.degree.levelMasters
dc.date.updated2016-06-21T13:59:06Z


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