The lived experience of first line managers during planned organizational change: A phenomenological study of one firm in the residential construction industry

Studies show that a majority of change efforts are not successful. In a meta-analysis of large organizations it was found that fewer than 40% of change efforts produced positive change. In addition, estimates suggest that 70 to 90 percent of organizational change strategies are never successfully implemented. An important link in the implementation of change is the position held by the first line manager given that these managers generate structural coupling between executive management, middle management and the functional staff of an organization. The purpose of this study was to examine the experience of first line managers during planned organizational change. The first line managers who participated in this research were employed by a small residential construction firm. This study utilized a phenomenological approach through semi-structured interviews to gain an understanding of the first line managers' lived experiences. The theoretical framework of this study included processes that represent four disciplines in relationship to how individuals respond to change: psychology, sociology, anthropology and biology. The results of this study showed that first line managers experience the phenomenon of change as a result of multiple and simultaneous social, psychological, and affective forces. In addition, it was found that during periods of change, role components of first line managers require high flexibility. The study concludes by offering implications for future research, theory and practice.