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

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 reciprocal interactions between emotions, sensemaking, observed led to development a process model illustrating make sense PMI phase through processes “senseseeking” “rationalizing.” further demonstrates two important practices, “emotional reversal” hiding,” which turned out be essential drivers for enacting (positive) among organization members. Our findings have implications research on sensegiving, crucial role in organizations, studies PMI.