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A multimodal of sense-making by managers in digital transformation | ||
| پژوهش‌های مدیریت منابع انسانی | ||
| Volume 17, Issue 1 - Serial Number 59, June 2025, Pages 137-174 PDF (1.13 M) | ||
| Document Type: Case study | ||
| Authors | ||
| hossein anbarestani* 1; Marjan Fayyazi2; Ali Heidari1; hamid reza Yazdani3 | ||
| 1Faculty of Management, University of Tehran | ||
| 2Assistant Professor, Human Resource Management Department, University of Tehran | ||
| 3business management, university of Tehran, tehran | ||
| Receive Date: 01 July 2024, Revise Date: 08 September 2024, Accept Date: 28 June 2025 | ||
| Abstract | ||
| In transformation projects, many uncertainties are created for the employees of the organization regarding the future and how to face it. The implementation of transformation depends on managing these uncertainties with sensemaking activities and accompanying employees. Based on this, the purpose of this research is to provide a multifaceted model of sensemaking with linguistic and non-linguistic activities of managers for the employees of the organization during the transformation. For this purpose, a qualitative research has been conducted with the case study method based on the interpretative approach of Gioia on the sensemaking experience of the manager for the employees of a bank implementing digital transformation in Iran. Data have been gathered from numerous organizational documents, observation, semi-structured interviews with 10 managers and 15 employees who were selected as a purposeful sampling using the snowball technique.After writing the interviews, based on Gioia 's three-step method, the main concepts or aggregated dimensions have been identified. The structure data model extracted from the data shows that the leader of the organization, after creating new meanings during transformation, uses organizational artifacts as well as symbolization of the possibility of realizing transformation, as non-linguistic tools, along with linguistic tools, including discourse sensitivity and frequent repetition, as the main source. It has been used to give meaning to the employees, and finally, these actions have led to the resonance of new meanings among the employees, in other words, to associate the employees with the implementation of the digital transformation project. | ||
| Keywords | ||
| sense-making; digital transformation; Linguistic factors; non-Linguistic factors; gioia method | ||
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