McNamee, Lacy G.2016-06-212016-06-212016-052016-03-07May 2016http://hdl.handle.net/2104/9614This 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.application/pdfenOrganizational change. Sensemaking. Organizational identification. Role identification. Framing. Dissent. Communication.ThesisWorldwide access2016-06-21