Explaining Employee Engagement with Strategic Change Implementation: A Meaning-Making Approach
基于意义建构框架，研究一线员工如何通过意义建构（如战略世界观和益处发现）创造心理资源，从而促进战略变革实施行为，并开发了意义建构变革适应模型（MCAM）。
Using a framework of meaning-making derived from social psychological research on how individuals manage adverse life events and research on sensemaking, we develop and test a theory about how frontline employees overcome the challenges of implementing strategic change. We find that certain types of meaning-making (strategy worldview and benefits finding) can create the requisite psychological resources that facilitate employees engaging in change implementation behaviors. The meaning-making change adaptation model (MCAM) we develop helps explain when and how employees adapt to change, thereby opening the “black box” of how to facilitate more effective strategic change implementation. We develop and empirically test the MCAM using qualitative and quantitative data from a Fortune 500 retailer.