The Social Processes of Organizational Sensemaking
Item
Title
The Social Processes of Organizational Sensemaking
Abstract/Description
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.
Author/creator
Date
In publication
Volume
48
Issue
1
Pages
21-49
Resource type
Background/Context
Medium
Print
Background/context type
Conceptual
IRE Approach/Concept
Open access/free-text available
Yes
Peer reviewed
Yes
ISSN
0001-4273
URL
Citation
Maitlis, S. (2005). The Social Processes of Organizational Sensemaking. Academy of Management Journal, 48(1), 21–49. https://doi.org/10.5465/amj.2005.15993111
Resource status/form
Published Text
Scholarship genre
Empirical
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