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Despite Lewin’s (1943) pronouncement about the practicality of a good theory, if managers and academics think about employee engagement differently, even if an underlying theory is correct, then managers might not use it. To see how wide the gap might be, the author presents the results of a single case study designed to increase our understanding of how at least some managers think about the way organizational arrangements for participation can lead towards employee engagement. This lacuna is noteworthy given an apparent consensus about the value of employee engagement to achieve employee sensemaking and successfully introduce change.
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- Organizational Arrangements for Participation Leading Towards Employee Engagement