Triggers And Enablers Of Sensegiving In Organizations

By Sally Maitlis, T. Lawrence. 2007

751 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f6b0e06a4d6ed09beef866e517d6975437bcb886

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Implementation Activities and Organizational Sensemaking (2008, background): “Future research needs to probe further the mechanisms that are used for sensegiving, for instance, by building on and extending the recent contributions on the effects of sensegiving (Maitlis & Lawrence, 2007).”
Leader—Member Exchange as a Moderator of the Relationship Between Work Group Diversity and Team Performance (2009, background): “…in establishing expectations with regard to priorities and norms, in part because they are key conduits of information, playing a central role in providing feedback and direction and interpreting events and issues (i.e., sense making and sense giving; Maitlis & Lawrence, 2007) for followers.”
Sensemaking and emotion in organizations (2013, background): “…by broadening our understanding of what constitutes a plausible account, from the traditional focus on an account’s discursive content (Brown, 2004; Maitlis & Lawrence, 2007) to one that makes central the relationships among an account’s interpretation, action orientation, and the felt emotions…”
Paradoxical Leadership and the Competing Values Framework (2014, background): “Interpretation, acknowledges that a key aspect of leadership is providing narration, or sense-making and sense-giving (Foldy, Goldman, & Ospina, 2008; Maitlis & Lawrence, 2007; Sharma & Good, 2013; Weick, Sutcliffe, & Obstfeld, 2005) by offering interpretative possibilities to followers.”
Energizing through Visuals: How Social Entrepreneurs Use Emotion-Symbolic Work for Social Change (2019, positive): “…emotion-symbolic work to energize employees, extending work on symbolic influence (Hambrick & Lovelace, 2018; Zamparini & Lurati, 2017; Zott & Huy, 2007), social issue selling (Sonenshein, 2006;Wickert & deBakker, 2018), and sensegiving (Gioia et al., 1994; Kaplan, 2008; Maitlis & Lawrence, 2007).”
Building theory about theory building: What constitutes a theoretical contribution? Academy of Management Review, , . (2011, background): “…to influence those trends via prospective sensemaking (Gioia, Corley, & Fabbri, 2002; Weick, 1979, 1995) and sensegiving (Gioia & Chittipeddi, 1991; Maitlis & Lawrence, 2007)—in other words, giving meaning to ambiguous informational cues and articulating viable interpretations and actions to cope…”
Sensemaking and sensegiving stories of jazz leadership (2012, background): “…sensemaking and sensegiving are triggered in a broad range of contexts, particularly where issues are deemed to be significant to leaders and/or stakeholders and in environments characterized by uncertainty and complexity (i.e. equivocality) (Maitlis and Lawrence, 2007; Weick et al., 2005).”
Building Inclusive Markets in Rural Bangladesh: How Intermediaries Work Institutional Voids (2012, methodology): “In total, 17 narratives (approximately 5–30 single-spaced pages each) were created; each narrative contained direct quotes as well as clarifying comments produced by the research team (Maitlis & Lawrence, 2007).”
Construct Validation Using Computer-Aided Text Analysis (CATA) (2010, background): “…to management scholars, content analysis has been applied to assess elements such as CEO performance comparisons (e.g., Short & Palmer, 2003), aspects of organizational sensemaking (e.g., Gioia & Chittipeddi, 1991), and processes such as organizational sensegiving (e.g., Maitlis & Lawrence, 2007).”