Abstract

JIMMY, Keeanne  and  LE ROUX, Catherine. Middle managers' sensemaking and sensegiving practices in a hybrid work context. JCMAN [online]. 2025, vol.22, n.1, pp.1-26. ISSN 1815-7440.  https://doi.org/10.35683/jcman1165.288.

PURPOSE: Middle managers play a crucial role in interpreting and communicating organisational strategy, particularly in hybrid work environments where strategic objectives must be continuously adapted to operational realities. While existing research recognises their strategic influence, few studies explore middle managers' sensemaking and sensegiving practices within hybrid contexts. This study addresses this gap by exploring how middle managers navigate the complexities of a hybrid work environment to facilitate strategy transmission. DESIGN/METHODOLOGY/APPROACH: A qualitative case study was conducted within a large South African FMCG company. Data was collected through 12 semi-structured online interviews with middle managers from various business units. The study was guided by two research questions: (1) How do middle managers make and give sense within hybrid work contexts? (2) What practices are utilised by middle managers to interpret and transmit the strategy message? FINDINGS: Middle managers in the hybrid work context demonstrated how they transmitted strategic directives and recalibrated their actions. Sensemaking practices included re-establishing work boundaries, managing productivity perceptions, and leveraging informal communication networks. Key sensegiving practices included rephrasing strategic messages, personalising engagement, and fostering accountability. While digital tools support communication, in-person interactions remain essential for relational depth and strategic clarity. These findings offer insight into the situated micro-practices that bridge strategic intent and everyday work in a disrupted and evolving work environment. PRACTICAL IMPLICATIONS: The findings demonstrate the centrality of middle managers as meaning-makers and extend our understanding of how strategy work is performed under conditions of fluidity. To enhance strategic alignment, organisations should support middle managers by formalising hybrid work policies that balance digital and in-person collaboration. Management can use these practices to strengthen engagement, job crafting, work-life balance, and trust, thereby ensuring clarity in strategy execution. JEL CLASSIFICATION: B

Keywords : Case study; hybrid work; middle managers; practices; sensegiving; sensemaking.

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