|dc.description.abstract||The purpose of this study was to gain insight in how employees in an international
energy company made sense of and reacted to an organizational change initiative.
Furthermore how such responses to change might affect the implementation of the
The studied change concerns the introduction of a new management system platform.
Existing literature highlights employees’ reacting or responding to change in various
ways, and that this in turn will have effect on both the change initiative and the
organization. This thesis draws on literature on organizational change, sensemaking and
reactions to change, while studying employees’ responses and reactions to the new
management system platform.
In order to examine the research question guiding this thesis, I have studied and
analyzed comments submitted by employees in a user survey concerning the
management system. The submitted comments are linked to questions answered in a
negative manner, thereby revealing only parts of the whole picture in the organization.
Findings suggest a fragmented sensemaking scenario, identifying several different
accounts comprehending the management system as unclear, difficult to use or even
irrelevant to established working procedures. Furthermore, both negative and
ambivalent reactions are identified. In addition, the findings suggest there is a need for
sensegiving present within the organization, as well as the possible occurrence of interrecipient
sensemaking in order to comprehend the management system.
Drawing on existing literature, the findings are linked to possible organizational
responses to change. This suggests implications for the managers who are to carry out
the further implementation of the management system.||nb_NO