The Social Processes of Organizational Sensemaking.

By Sally Maitlis. 2005

1,435 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/66b601eb97c775fe223099224f2ec10e619d175b

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Citations in the corpus

Investigating the Memorable Experiences of the Senior Travel Market: An Examination of the Reminiscence Bump (2011, methodology): “This process is valuable to qualitative researchers with mass data or multiple cases (e.g., Brown & Eisenhardt, 1997; Maitlis, 2005), and involves moving from mass descriptive codes to fewer, conceptually abstract codes.”
The Transformation of the Innovation Process: How Digital Tools are Changing Work, Collaboration, and Organizations in New Product Development* (2020, positive): “…meaning and context for individuals and organizations in an emerging situation in a comprehensive manner through the use of observed data and helps create order and interpret what has occurred from the environment (Berger and Luckman, 1967; Maitlis, 2005; Weick, 1993, 1995; Weick et al., 2005).”
Moving Forward from Project Failure: Negative Emotions, Affective Commitment, and Learning from the Experience (2011, background): “Consequently, this lack of action will reduce the experimentation and social interactions needed for learning (Balogun & Johnson, 2004; Maitlis, 2005).”
Transitional Identity as a Facilitator of Organizational Identity Change during a Merger (2010, background): “Sensegiving refers to processes that top managers use to infl uence others’ constructions of meaning in attempting to create some preferred (re)defi nition of organizational reality (Gioia and Chittipeddi, 1991; Pratt, 2000; Maitlis, 2005; Maitlis and Lawrence, 2007).”
Dynamic Decision Making: A Model of Senior Leaders Managing Strategic Paradoxes (2014, background): “This insight led me to focus on specific issues as a primary unit of analysis (Maitlis, 2005).”
Life After Business Failure (2013, background): “Although business failure may send a clear signal that something has gone wrong, it is an equivocal outcome that is open to multiple interpretations and lends itself to sensemaking (Maitlis, 2005).”
Sensemaking and sensegiving stories of jazz leadership (2012, background): “Leaders and followers give and make sense through the use of stories (Gioia and Chittipeddi, 1991; Maitlis, 2005; Rhodes and Brown, 2005a; Snell, 2002).”
Triggers And Enablers Of Sensegiving In Organizations (2007, methodology): “We understand that sensegiving is an important activity both of leaders and of other organizational stakeholders, with significant impacts on organizational change, strategy, and sensemaking (Bartunek et al., 1999; Corley & Gioia, 2004; Gioia & Chittipeddi, 1991; Maitlis, 2005).”
The economics of COVID-19: initial empirical evidence on how family firms in five European countries cope with the corona crisis (2020, background): “Both deductive and inductive (Denis et al., 2001; Ferlie et al., 2005; Pajunen, 2006), this approachbetween theory testing and theorygeneration is in the tradition of “theory elaboration” as coined by Lee et al. (1999) and Maitlis (2005).”
What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders (2011, background): “Although a number of studies have begun to address these issues (e.g., Higgs & Rowland, 2005, 2006; Balogun & Johnson, 2004; Maitlis, 2005), few have provided data drawn from samples that cover a range of organizations.”
Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts (2014, background): “…an animated manner help to capture and sustain the attention of staff (Gioia & Chittipeddi, 1991; Maitlis, 2005; Zaccaro, Rittman, & Marks, 2001), whereas narrative content that is structured and organized enables staff to form a comprehensive understanding of the meaning of events (Maitlis, 2005).”
GIVING COMMITMENT: EMPLOYEE SUPPORT PROGRAMS AND THE PROSOCIAL SENSEMAKING PROCESS (2008, background): “Sensemaking theories emphasize the processes through which individuals interpret actions and identities, paying less attention to the content of these interpretations—the type or nature of understandings formed (Maitlis, 2005; Pratt, 2000; Weick, 1995; Weick, Sutcliffe, & Obstfeld, 2005).”
The Role of IS Capabilities in the Development of Multi-Sided Platforms: The Digital Ecosystem Strategy of Alibaba.com (2015, background): “First, market responsiveness's outside-in IS capabilities (Wade & Hulland, 2004) are required to detect and make sense (see Maitlis, 2005) of the driver to act on it.”