Special Issue: Frontiers of Organization Science, Part 1 of 2: Organizing and the Process of Sensemaking

By Karl E. Weick, Kathleen M. Sutcliffe, David Obstfeld. Organ. Sci., 2005

4,163 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/e38a2c26043360cdd1dfdd20f5929fbe3965bceb

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Sensemaking in Crisis and Change: Inspiration and Insights from Weick (1988) (2010, background): “…collective action is much debated (Balogun and Johnson, 2004; Labianca et al., 2000; Maitlis, 2005; Martin, 2002; Rerup and Feldman, forthcoming; Weick et al., 2005), with some scholars even arguing that the degree of shared meaning is less relevant than the extent to which different meanings…”
Life After Business Failure (2013, background): “First, because plausibility is important in explaining subsequent action (Weick et al., 2005), we need to further explore the process by which entrepreneurs create/generate plausible stories of business failure.”
Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking (2012, background): “First, individuals recognize problems by comparing current and prior situational elements (Reiter-Palmon et al. 1997; Weick et al. 2005).”
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).”
Knowledge Transfer between Multinational Corporations’ Headquarters and Their Subsidiaries: Influences on and Implications for New Product Outcomes (2008, background): “Turbulent environments may create situations in which the headquarters are unable to make sense of knowledge from subsidiaries in other markets (Weick 1995; Weick, Sutcliffe, and Obstfeld 2005).”