Social Networks, Sensemaking, and Activity in Change Enactment: A Theoretical Model

Abstract

Organizational change has been a central topic among organizational theorists for decades. However, the role of the individual in change implementation has been somewhat undeveloped in change literature. Drawing upon an activity-based approach, we put forth an integrated conceptual framework of change enactment that provides insight into how individual members of the organization may interpret and effectuate change initiatives. The key theme posited is that individual social networks, sensemaking, and activity mutually shape the implementation of organizational change. This framework has practical applications and can be used to study change enactment across various organizational settings.

Publication Title

Change Management

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