Employee sensemaking in the transition to nomadic work

Abstract

Purpose

The purpose of this paper is to present the results of a qualitative study of employees' sensemaking as a social, communicative process during a major organizational transformation.

Design/methodology/approach

This case study describes a major transition in work mode, from traditional officing to nomadic work. Nomadic work is a radical new mode of work that emphasizes: worker mobility both at and away from the company facility; a paperless operation; and integrated technological platforms that enable knowledge work and flexible, project‐based organizing. Relying on participant observation and interviews, employee accounts were gathered of their experiences as told during the change implementation.

Findings

It was found that shocks noted in social interaction indicated that employee sensemaking was anchored by frames relying on identity, culture, or structure as the primary stabilizing discourse called into question. The findings suggest that employees used sensemaking to work out the tensions between social action and the systemic realities of organizational life.

Originality/value

The study contributes to the organizational literature by responding to the call for more research on social interaction during change implementation processes and on the implementation of new information technologies.

Citation

Bean, C.J. and Eisenberg, E.M. (2006), "Employee sensemaking in the transition to nomadic work", Journal of Organizational Change Management, Vol. 19 No. 2, pp. 210-222. https://doi.org/10.1108/09534810610648915