Employees’ perspective on organizational change and becoming brand ambassadors: A case study of IBM
(2022) SKOM12 20221Department of Strategic Communication
- Abstract
- Purpose: The purpose of this thesis is to generate knowledge of employees' perspectives on how they understand and make sense of a change in the identity and culture within an organization and how they make sense of becoming brand ambassadors.
Design/methodology/approach: The thesis was conducted through a qualitative approach where the empirical material consisted of semi-structured interviews of Danish IBM employees. The theory used in this thesis is the theory of sensemaking which draws on the understanding that sensemaking happens through communication with other individuals and is then constructed by making sense of the information collected. Therefore, sensemaking is collected through what employee’s experience as their reality... (More) - Purpose: The purpose of this thesis is to generate knowledge of employees' perspectives on how they understand and make sense of a change in the identity and culture within an organization and how they make sense of becoming brand ambassadors.
Design/methodology/approach: The thesis was conducted through a qualitative approach where the empirical material consisted of semi-structured interviews of Danish IBM employees. The theory used in this thesis is the theory of sensemaking which draws on the understanding that sensemaking happens through communication with other individuals and is then constructed by making sense of the information collected. Therefore, sensemaking is collected through what employee’s experience as their reality during change.
Research implications: This study presents a sensemaking perspective that is unique to the Danish IBM employees which gathers a local perspective on the change and can therefore not be applied to other geographical locations of IBM. This thesis collected the empirical material in the early stages of a change initiative hence, employees' understanding of the changes, on the other hand, is likely to shift throughout time as a result of the changing environment.
Findings: The findings demonstrated that a change in the brand, culture, or mission had little impact on Danish IBMers, indicating that sensemaking was not prominent among them. The low indication of sensemaking during the change of brand, culture, and purpose was due to the constant changes over the past two years. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9083947
- author
- Løgager, Simone Irgens LU
- supervisor
- organization
- course
- SKOM12 20221
- year
- 2022
- type
- H2 - Master's Degree (Two Years)
- subject
- keywords
- Employees perspective, Brand Ambassador, Sensemaking, Identity, Functional Stupidity, Communication, Organizational Communication.
- language
- English
- id
- 9083947
- date added to LUP
- 2022-06-27 14:26:48
- date last changed
- 2022-06-27 14:26:48
@misc{9083947,
abstract = {{Purpose: The purpose of this thesis is to generate knowledge of employees' perspectives on how they understand and make sense of a change in the identity and culture within an organization and how they make sense of becoming brand ambassadors.
Design/methodology/approach: The thesis was conducted through a qualitative approach where the empirical material consisted of semi-structured interviews of Danish IBM employees. The theory used in this thesis is the theory of sensemaking which draws on the understanding that sensemaking happens through communication with other individuals and is then constructed by making sense of the information collected. Therefore, sensemaking is collected through what employee’s experience as their reality during change.
Research implications: This study presents a sensemaking perspective that is unique to the Danish IBM employees which gathers a local perspective on the change and can therefore not be applied to other geographical locations of IBM. This thesis collected the empirical material in the early stages of a change initiative hence, employees' understanding of the changes, on the other hand, is likely to shift throughout time as a result of the changing environment.
Findings: The findings demonstrated that a change in the brand, culture, or mission had little impact on Danish IBMers, indicating that sensemaking was not prominent among them. The low indication of sensemaking during the change of brand, culture, and purpose was due to the constant changes over the past two years.}},
author = {{Løgager, Simone Irgens}},
language = {{eng}},
note = {{Student Paper}},
title = {{Employees’ perspective on organizational change and becoming brand ambassadors: A case study of IBM}},
year = {{2022}},
}