The Role of Emotions in Middle Managers’ Sensemaking and Sensegiving Practices During Post-merger Integration

Abstract

In this in-depth, qualitative case study, we elucidate how the emotions of middle managers impact their sensemaking and sensegiving practices during post-merger integration (PMI). The recursive and reciprocal interactions between emotions, sensemaking, and sensegiving we observed led to the development of a process model illustrating how middle managers make sense of the PMI phase through the processes of “senseseeking” and “rationalizing.” The model further demonstrates two important sensegiving practices, “emotional reversal” and “emotional hiding,” which turned out to be essential drivers for enacting (positive) emotions among organization members. Our findings have important implications for research on sensemaking and sensegiving, the crucial role of middle managers in organizations, and studies on PMI.

Hyper-project portfolio management: post-merger project portfolios

“…, 2020; Khan et al. , 2020; Kroon and Noorderhaven, 2018; Kroon and Reif, 2023; Safavi, 2021; Sales et al. , 2022; Schlindwein and Geppert, 2020; Thelisson et al.…”

“…, 2020; Khan et al. , 2020; Kroon and Noorderhaven, 2018; Kroon and Reif, 2023; Safavi, 2021; Thelisson and Meier, 2022).…”

Managerial Survival: Middle Manager Sense-Making during Organisational Change

“…Considering their middle position, middle managers' role as change agents is critical. Depending on their emotional mindset and wellbeing, middle managers can positively or negatively influence change (Kroon et al, 2021;Nielsen et al, 2021). Given such a continuum, more understanding of the coping practices of middle managers is needed.…”

“…We, therefore, seek to understand middle managers' coping practices during times of organisational disruption and change, thereby confirming, adding to, or revising Dixons' (2021) thesis. An improved response around personal coping in managerial contexts could, in turn, take care of their wellbeing, resulting in managers being more productive and positive, better able to make sense of their contexts, and consequently performing their crucial role in organisational change (Kroon et al, 2021).…”

Integration team members' approaches to uncertainty management in M&A

“…This paper explores the activities of integration team members. Although the existing literature tends to define both integration managers and integration team members as middle managers (e.g., Kroon & Reif, 2021;Teerikangas & Birollo, 2018), the term middle managers does not really fit the case company in this paper because appointed integration team members were managers at different organizational levels.…”