Abstract
Research points to the challenge of delivering strategic change in pluralistic contexts. We explore this challenge through a real-time, qualitative case study of the implementation of strategic change in a post-1992 United Kingdom university. Our findings enable us to account for how a change leader can create sensegiving and sensemaking opportunities that influence others to engage in activities that facilitate change implementation through an orchestrated meetings-based process and which also leads to change action consistent with intended goals. In doing so we contribute to research on strategic change in pluralistic organizations, research on strategy meetings and research on change leader sensegiving.
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