We examine managerial sensegiving in the context of a false start, a planned strategic change that was cancelled. Based on a longitudinal, ethnographic study of an organizational merger process, we examine an early success in managerial sensegiving to the merger and the subsequent failure in...

There are still few explanations of the micro-level practices by which top managers influence employee commitment to multiple strategic goals. This paper argues that, through their language, top managers can construct a context for commitment to multiple strategic goals. We therefore propose a...