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Background: In today's dynamic business environment, organizations face high pressure for change and adaptation. It is generally perceived that change is inevitable and many believe that change is an ongoing and never-ending process. The retail industry is a highly competitive sector, and thus it becomes paramount for organizations to successfully manage change. The subject of change management has been present for a long period, however, a remarkably low amount of research has been focused on change management for retail store managers. Therefore, this study aims to examine retail store managers' communication during change processes. Purpose: This study’s purpose is to create a comprehensive understanding of retail store managers’ communication during change processes. Moreover, to identify which elements should be prioritized by retail store managers communicating during change. Method: To achieve the purpose of this thesis, a qualitative interview study was conducted, and it consisted of seven semi-structured interviews with retail store managers. The thesis was guided by an inductive approach, and a thematic analysis of the empirical findings was utilized. Conclusion: This study found that retail store managers' communicational structure was similar as it was based on the same elements, adaptability, selectivity, multiple channels, and prioritization. The structure enabled retail store managers to ensure that the communication was clear and open, thus minimizing employee stress and uncertainty. Continuing, the results indicated that retail store managers should prioritize certain communicational elements, for instance, clarity, openness, and long-run perspective.