Abstract
<jats:p>In an era of digital acceleration and moral complexity, organisations are rediscovering storytelling as a strategic process of meaning-making and ethical coherence. This chapter conceptualises Organisational Storytelling and Meaning-Making as a leadership and cultural practice that transforms information into shared purpose and identity. Integrating four theoretical pillars—Sensemaking Theory, Narrative Identity, Social Constructionism, and Positive Organisational Scholarship—it proposes the Organisational Storytelling and Meaning-Making Framework, comprising four cyclical dimensions: Narrative Intent, Process, Reception, and Outcomes. The model explains how leaders act as narrative stewards who foster engagement, trust, and psychological well-being through authentic, inclusive, and value-driven stories. By framing employee experience as a narrative journey across the organisational lifecycle, the study repositions storytelling as an ethical and humanising force sustaining collective meaning, resilience, and sustainable performance.</jats:p>