Sensemaking in Crisis and Change: Inspiration and Insights from Weick (1988)

By Sally Maitlis, Scott Sonenshein. 2010

957 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/4fd692f99f5d5b628e0c30b4710ea47e303d1577

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Sensemaking in Organizations: Taking Stock and Moving Forward (2014, background): “More recently, in a review of sensemaking research on crisis and change, Maitlis and Sonenshein (2010), highlighted the need for scholars to attend more closely to the politics of sensemaking, and to its embodied nature.”
Organizational response to adversity: Fusing crisis management and resilience research streams (2017, background): “…despite the potential threats posed by adversity, highly capable teams and other relational systems embedded in organizations can generate positive outcomes and facilitate a return to (or improvement upon) the statusquo (e.g., James, et al., 2011;Kahnetal., 2013; Maitlis & Sonenshein, 2010).”
Strategy and commitments to institutional logics: Organizational heterogeneity in business models and governance (2016, background): “Rather, building on interpretive perspectives that highlight the importance of organizational sensemaking in experiences of institutional complexity and change (Jay, 2013; Maitlis and Sonenshein, 2010; Weick, 1988), we posit that organizations cope with complexity via different framing and reframing”
Organizational resilience and employee work-role performance after a crisis situation: exploring the effects of organizational resilience on internal crisis communication (2020, background): “Sensemaking has been conceptualized in a range of definitions, and there is no clear consensus on the concept (Maitlis & Sonenshein, 2010; Stieglitz, Mirbabaie, & Milde, 2018).”
From hero to villain to hero: Making experience sensible through embodied narrative sensemaking (2012, neutral): “Second, as Maitlis and Sonnenshein (2010) note, emotions are traditionally viewed as an impediment to sensemaking.”
Reflections on Enacted Sensemaking in the Bhopal Disaster (2010, neutral): “As social complexity increases, people shift from perceptually-based knowing to categorically-based knowing in the interest of coordination (see also Maitlis and Sonenshein, 2010).”
Considering planned change anew:stretching large group interventions strategically, emotionally and meaningfully (2011, background): “Scholars have focused on the sensemaking of change leaders more than of change recipients (Maitlis & Sonenshein, 2010).”
Different Strokes for Different Folks: Entrepreneurial Narratives of Emotion, Cognition, and Making Sense of Business Failure (2015, background): “Furthermore, they did not have the positive emotions to expand the thinking and reflection (Fredrickson & Branigan, 2003; Isen, 1987; 2000) needed to facilitate sensemaking (Huy, 1999; Maitlis & Sonenshein, 2010; Weick, Sutcliffe & Obstfeld, 2005).”
Implementation Research (2016, background): “…attitudes and behaviors of people within the organization (e.g., morale, vision, trust, collaboration, identity, commitment), which some refer to as aspects of organizational culture, are also considered important organizational influences (Maitlis & Sonenshein, 2010; Rohrbach et al., 2006).”
Artificial intelligence and big data analytics for supply chain resilience: a systematic literature review (2022, background): “Readiness involves identifying and observing any changes happening within the micro-and macro-environment of the business (Maitlis & Sonenshein, 2010).”
Mirror, mirror on my boss’s wall: Engaged enactment’s moderating role on the relationship between perceived narcissistic supervision and work outcomes (2012, background): “Extending this discussion, we contend that coping in the form of purposive environment creation (Maitlis and Sonenshein, 2010) will affect how perceived supervisor narcissism influences subordinate perceptions of work attitudes and behaviors.”