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In this study, I examined how frontline employees make sense of a planned organizational change. A majority of the research on planned change and frontline employees has been conducted after the planned change has been implemented. The existing research primarily focuses on employee
involvement, communications, and resistance to change. Very little research exists on the involvement, reactions, and responses of frontline employees during a planned change effort. In this study, I paid particular attention to the reactions and responses of frontline employees during planned change efforts. Additionally, I focused on determining what phases or stages frontline employees became involved in the planned change process.