Navigating connectivity expectations and work–life boundaries through sensemaking in global teams

Abstract

Connectivity expectations, the experience of being expected to be technologically connected to work during non-work hours, can pose challenges for employees working in a global environment. This study employs the sensemaking framework to examine how global team members and leaders negotiate these expectations and how they reflect in team members' work–life boundary management. The data consists of 55 in-depth interviews with employees working in nine different teams in a global organization. Team members collaboratively made sense of connectivity expectations within the team, while team leaders engaged in sensegiving to influence team members interpretations. Sensemaking was reflected in team members’ work–life boundary management as cocreated connectivity rules enabled them to disconnect from work. Team leaders’ sensegiving allowed work–life boundary adjustments, creating a supportive culture. The study makes theoretical and practical contributions to sensemaking in global work by emphasizing its communicative nature and its reflection on employees’ boundary management and well-being.