SENSEMAKING IN THE FRAMEWORK OF THE EUROPEAN UNIVERSITIES INITIATIVE: THE CRUCIAL ROLE OF MIDDLE MANAGERS

The European Universities Initiative (EUI), a recent keystone of the Erasmus+ programme, represents a transformative step towards advancing the EEA. With the ambitious goals of fostering institutional integration, harmonising national regulations and nurturing a shared European identity, the initiative presents both opportunities and challenges for Higher Education Institutions (HEIs). Within this complex framework, middle managers in international offices, who are responsible for translating the message related to change from leadership to stakeholders, play a pivotal role in interpreting, mediating and operationalising EUI objectives within institutional contexts. Previous research, however, has predominantly focused on policy and senior leadership roles, leaving a gap in understanding the lived experiences and strategies of middle managers during the implementation of transformational initiatives such as the EUI. This study addresses this gap by exploring how middle managers make sense of internationalisation when implementing the EUI at their institutions. Guided by sensemaking theory (Weick, 1995) and its critical extensions, it examines how they interpret and communicate EUI goals, mediate between diverse internal stakeholders needs and foster engagement and motivation. Additionally, it investigates the influence of institutional contexts on these processes and the organisational changes that emerge. Researching sensemaking in the context of internationalisation is inherently complex, due to the varied ways individuals interpret and respond to the same message. To accommodate this complexity and explore it in depth, a qualitative methodology was adopted, grounded in case study research. The study focused on a first-generation EUI alliance, using semi-structured interviews with middle managers from partner universities. These interviews provided rich insights into how meaning is created, engagement is fostered and understanding of the EUI is disseminated across the institutions. Participants were selected from international offices and project-related roles due to their pivotal position in driving internationalisation efforts. The findings reveal that middle managers act as key translators and mediators, adapting EUI objectives which align with institutional cultures while building relational trust with stakeholders. Key approaches include tailoring communication for diverse audiences and creating shared meanings to bridge divides. However, challenges arise due to inconsistent institutional priorities and the complexities of navigating change in universities. The implications of these findings are twofold. Theoretically, the study advances the understanding of sensemaking as a relational and contextual process in HE internationalisation, highlighting the agency of middle managers in shaping institutional responses to change. Practically, it provides actionable insights for HEIs seeking to implement transversal internationalisation, including investing in professional development for middle managers, prioritising stakeholder engagement and adapting communication strategies to enhance participation. By positioning middle managers at the centre of internationalisation efforts, this study underscores their crucial role in navigating the complexities of initiatives like the EUI. It calls for a shift away from traditional top-down approaches toward collaborative strategies that empower institutional change agents. As HE continues to evolve, these findings offer valuable guidance for institutions aiming to adapt and thrive in an increasingly interconnected sector, through research, teaching and collaborative mindsets, while navigating a politically fragmented global landscape.