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Human Relations
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Leader framing and follower sensemaking

Response to downsizing in the brave new workplace

Cynthia J. Bean

University of South Florida, USA; cjbean{at}stpt.usf.edu

Francis E. Hamilton

Eckerd College, USA; hamiltfe{at}eckerd.edu

Alternative workplaces are increasingly prevalent, combining flexible work practices, open landscape settings and a variety of acceptable working locations, especially for technology-enabled workers. In this article we examine the sensemaking response of technology-enabled, nomadic workers to the firm’s downsizing event at Telenor, Norway’s premier telecom company, in late 2002. We find two opposite interpretations of the firm’s employee database efforts and project-based structure emerge after the downsizing event. Our findings suggest the lack of geosocial boundaries in the organization influences sensemaking. Nomadic workers adopt frames that drive their interpretations and actions idiosyncratically. We suggest further research is needed to understand the influence of alternative work-places on patterns of behavior and human processes.

Key Words: downsizing • framing • nomadic work • organizational change • sensemaking

Human Relations, Vol. 59, No. 3, 321-349 (2006)
DOI: 10.1177/0018726706064177
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