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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
Maitlis, Sally
Date
2005
In publication
Academy of Management Journal
Volume
48
Issue
1
Pages
21-49
Resource type
en Background/Context
Medium
en Print
Background/context type
en Conceptual
IRE Approach/Concept
Sensemaking/Interpretation
Open access/free-text available
en Yes
Peer reviewed
en Yes
ISSN
0001-4273
DOI
10.5465/amj.2005.15993111
URL
Official Publisher's Webpage (Academy of Management)
Full-text PDF Shared by Author (ResearchGate)
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
Cited in
The Institution of Schooling
Resource status/form
en Published Text
Scholarship genre
en Empirical
Abbreviation
AMJ
Item sets
Open Access Resource (IRE)
Handbook Chapter 4 Citations

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