| Sumario: | Based on a symbolic–interpretive and social–constructivist research approach, this longitudinal study explores how employees perceive workspace changes. Rich empirical processual data that were continuously collected during the change process were used to analyze workspace changes as a new type of organizational change, thereby contributing to sensemaking research. Three types of change recipients from employees' responses to a workspace change based on differences in their underlying cognitive, behavioral, and affective patterns throughout the sensemaking process were identified: those with positive attitudes and perceptions, those with negative attitudes and perceptions, and those exhibiting a change toward positive attitudes and perceptions. As a practical contribution, change agents and leaders can gain insights and guidance for managing different employees by considering the individual patterns that trigger changes in employees' perceptions throughout the change process. These insights about sensemaking also contribute to organizational development and change management research.
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