The social processes of organizational sensemaking

Maitlis, Sally (2005) The social processes of organizational sensemaking. Academy of Management Journal, 48 (1). pp. 21-49.

Abstract

A longitudinal study of the social processes of organizational sensemaking suggests that they unfold in four distinct forms: guided, fragmented, restricted, and minimal. These forms result from the degree to which leaders and stakeholders engage in “sensegiving”—attempts to influence others' understandings of an issue. Each of the four forms of organizational sensemaking is associated with a distinct set of process characteristics that capture the dominant pattern of interaction. They also each result in particular outcomes, specifically, the nature of the accounts and actions generated.

Item Type: Article
Keywords: ORGANIZATIONAL behavior -- Research, DECISION making, SOCIAL interaction, SOCIAL influence, LONGITUDINAL method, SENSEMAKING theory (Communication), KNOWLEDGE management, INTERPERSONAL relations, LEADERSHIP -- Social aspects, MANAGEMENT styles
Subject(s): Operations management
Date Deposited: 28 Oct 2015 15:43
Last Modified: 28 Oct 2015 15:43
Funders: N/A
URI: http://eureka.sbs.ox.ac.uk/id/eprint/5790

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