變革是維持組織短期競爭力及追求永續經營的重要關鍵，但在進行變革時卻要面臨許多管理上的挑戰與協助(Lotte,2008)。雖然通常變革策略大多是由高階管理者設計，然而實際上卻是由中階管理者負起執行的重責大任，並透過其扮演變革推動者的角色來輔助組織進行變革(Balogun & Johnson,2004)。本研究採用Weick(1995)的意會觀點做為探討中階管理者變革之理論基礎，來探討中階管理者於推行組織變革的意會脈絡。 本研究以質性研究之多重個案訪談法進行研究，以某零售業之兩家分店店長作為研究對象，研究對象為兩人。並針對兩家店長的變革意會歷程進行分析，以及理解在變革過程中，中階管理者採取哪些行動。研究結果發現店長對於自身與工作角色的認同，對環境脈絡的詮釋及變革過程中採取的社會互動皆會影響變革成功的關鍵因素。最後，本研究提出一些實務上的建議，以提供個案公司推行變革之參考。 The change maintains the important key which the organization short-term competitive power and the pursue of continue to manage, but it must confront with many challenges and assistances for management when organizational change (Lotte, 2008). Although organizational change is mostly designed by supervisors, middle managers actually take the execution and they have much responsibility to acting to carry on the organizational change with change agent role (Balogun & Johnson, 2004). This research adapt Weick’s(1995) sensemaking theory as our underpinning theory to analyze the middle managers’ behaviors and context for organizational change. Multiple case studies as qualitative study were adopted. Through interviewing 2 branch store manager of retailing, there are some findings including：Based on different identities, middle managers hold various interpretations toward the organizational change; thereafter, it emergent different enactments of change behaviors. And the middle managers’ interpretations toward the environment and their social interaction will influence the organizational change result. Finally, we conclude our contributions and implications to academic and practice.
