抄録
Influence on meaning construction has important implications for management practices in terms of facilitating change agenda. However, meaning construction is often seen to be out of control from interpretivists' perspectives because interpretation is left to each individual interpreter. I examined a case of strategic change efforts at a large scale research institute where a new research approach/methodology was introduced. By studying change leaders' sensegiving strategies in reference to Weick's cues, frames and connections, I concluded that it is important that contents communicating the change be presented in alignment with the sensemaking frame of change recipients, rather than ignoring such a frame from which meaning emerges.
