Event Attention, Environmental Sensemaking, and Change in Institutional Logics: An Inductive Analysis of the Effects of Public Attention to Clinton's Health Care Reform Initiative

By Amit Nigam, William Ocasio. Organ. Sci., 2010

411 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/0e60a6c1682a67ea93485f479e33b658e1303229

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. William Ocasio
2. Marlys K. Christianson
3. Giovanni Gavetti
4. Henrich R. Greve
5. T. Lawrence
6. Sally Maitlis
7. Timothy J. Vogus
8. Frank Wijen

In Public Administration

1. T. Lawrence
2. William Ocasio
3. Marlys K. Christianson
4. Candace Jones
5. Mary B. Dunn
6. Frank Wijen
7. Sally Maitlis
8. M. Ganter

In Sociology and Political Science

1. Giovanni Gavetti
2. Daniel A. Levinthal
3. Henrich R. Greve
4. William Ocasio
5. Candace Jones
6. Mary B. Dunn
7. Frank Wijen
8. Sally Maitlis

Citations in the corpus

• Institutional Work as Logics Shift: The Case of Intel’s Transformation to Platform Leader (2013, background): “…studies have examined the role of logics and the effect of logic change in a variety of empirical contexts including the Californian thrift industry (Haveman & Rao, 1997), health care (Nigam & Ocasio, 2010), publishing (Thornton & Ocasio, 1999) and professional services (Suddaby & Greenwood, 2005).”
• Event System Theory: An Event-Oriented Approach to the Organizational Sciences (2015, neutral): “…surprising (Louis, 1980; Maitlis, 2005), confusing and uncertain (Cornelissen, 2012; Sonenshein, 2007), unusual (Vaara, 2003), critical (Hoffman & Ocasio, 2001), unexpected (Nigam & Ocasio, 2010), complex (Cornelissen, 2012), disruptive (Stigliani & Ravasi, 2012), and interrupted (Weick, 1995).”
• The Behavioral Theory of the Firm: Assessment and Prospects (2012, background): “Nigam and Ocasio ( 2010 ) analyzed how attention to a critical event—Clinton's healthcare reform—led to changes in institutional logics despite the failure of the reform effort itself.”
• An Attention‐Based View of Family Firm Adaptation to Discontinuous Technological Change: Exploring the Role of Family CEOs' Noneconomic Goals (2015, background): “It may also be relevant in other contexts that require attention of decision makers, such as institutional changes (Nigam and Ocasio, 2010) or mergers and acquisitions (Yu,”
• Institutional Logics and Institutional Pluralism: The Contestation of Care and Science Logics in Medical Education, 1967–2005 (2010, methodology): “We used the volume of discourse about managed care to capture public talk (Schneiberg and Clemens, 2006) and attention to managed care (Ocasio, 1997; Nigam and Ocasio, 2009).”
• Constructing a Climate Change Logic: An Institutional Perspective on the "Tragedy of the Commons" (2013, neutral): “Engagement among actors within a transnational field affords them opportunities for cognitive realignment and transformation of frames grounded in exemplars of those practices, as Nigam and Ocasio (2010) showed in the context of US healthcare.”
• Means versus Ends in Opaque Institutional Fields: Trading off Compliance and Achievement in Sustainability Standard Adoption (2014, background): “Other relatively opaque fields include health care (Nigam & Ocasio, 2010), management consultancy (David, Sine, & Haveman, 2013), global geopolitics (Levy, 2008), climate change mitigation (Ansari, Wijen, & Gray, 2013), financial stability (Fligstein & Goldstein, 2010), traffic security…”
• Attention to Attention (2011, background): “Ocasio and Joseph (2008) examine how strategic planning processes channel the attention of organizational decision makers throughout the firm, relying on a case study of General Electric.”
• Sensemaking and emotion in organizations (2013, result): “In contrast, other studies have shown how an event or issue can become a powerful sensemaking trigger, mobilizing action and engendering change (Bartunek, 1984; Dutton & Dukerich, 1991; Nigam & Ocasio, 2010).”
• Sensemaking in Organizations: Taking Stock and Moving Forward (2014, background): “Some scholars (Hoffman & Ocasio, 2001; Nigam & Ocasio, 2010; Ocasio, 2011) have noted that an event must first catch our attention in order to trigger sensemaking and a separate stream of work, largely outside of the sensemaking literature, has developed that examines what it takes for an event to…”