The domination of sense A qualitative case study which explores sensegiving in relation to power and virtuality

Abstract

Managing meaning – or sensegiving – during organizational change is often argued to be of value. While there are ample previous studies into sensegiving, there are two important limitations in extant literature. First, sensegiving literature ignores the medium through which sense is given, implicitly assuming that sensegiving occurs through face-to-face (as compared to virtual) interactions. Second, while recognizing that power influences sensegiving, previous studies rarely explore power as an internal feature of sensegiving, i.e. how power is exerted through sensegiving. Drawing on a qualitative case study of how sensegiving was conducted through virtual communication in a Swedish company, this paper suggests that power is manifested within sensegiving in four ways: i) normalization, ii) exclusion, iii) attachment, and iv) glorification. In addition, internal and external power are seen to enable one another in the sensegiving process. The findings furthermore suggest that virtual sensegiving differs from sensegiving in face-to-face interactions regarding message, socio-emotional setting and symbols. This study contributes to the sensegiving literature by extending power beyond an external influence to an internal feature, understanding sensegiving as an exertion of power. The study moreover adds to the literature by recognizing that the medium of interaction influences sensegiving. The results of the study imply that managers should acknowledge that sensegiving is an inherently power-imbued process and should carefully consider the medium through which interaction is conducted when trying to manage the meaning of change.