There are still few explanations of the micro-level practices by which top managers influence employee commitment to multiple strategic goals. This paper argues that, through their language, top managers can construct a context for commitment to multiple strategic goals. We therefore propose a...

We examine managerial sensegiving in the context of a false start, a planned strategic change that was cancelled. Based on a longitudinal, ethnographic study of an organizational merger process, we examine an early success in managerial sensegiving to the merger and the subsequent failure in...