SA Journal of Industrial Psychology
On-line version ISSN 2071-0763
Print version ISSN 0258-5200
ORIENTATION: This article explores the role that meaning, as logotherapy conceptualises it, can play to facilitate organisational changes. RESEARCH PURPOSE: The purpose of this study is to explore further a model an earlier paper proposed for using employees' experiences of meaning in work contexts to facilitate changes. MOTIVATION FOR THE STUDY: The researchers could not find a comprehensive model in the literature for addressing employees' experiences of meaning in, or at, work during organisational changes. A previous paper proposed such a model, but it addressed only one component fully. This article seeks to explore this model further to address this apparent gap in the literature. RESEARCH DESIGN, APPROACH AND METHOD: The researchers used a literature review to conduct the study. The components of the model directed this review in order to find meaning at work. MAIN FINDINGS: The actions of organisations, which aim to create positive organisational contexts (through practices for improving meaning at work and transcendence) and to frame changes using 'Logo-OD', can improve employees' experiences of meaning during organisational changes. PRACTICAL/MANAGERIAL IMPLICATIONS: Understanding the relationship between meaning and organisational change, and applying the model this article presents, can contribute to the overall success of change initiatives. CONTRIBUTION/VALUE-ADD: This study's primary contribution stems from the novel framework it presents for organisations to use the knowledge about how employees search for meaning to facilitate changes.