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

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