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
- 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
- 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
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