Cause Maps, Sensemaking, and Planned Organizational Change
By Paula S. Weber, M. Manning. 2001
120 citations recorded by the source corpus.
Subfields: Management Science and Operations Research, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/f7c5d0c5587ee0f15c77a6eb88c2e73d3184b174
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Management Science and Operations Research
- Wilmar B. Schaufeli
- Evangelia Demerouti
- Arnold B. Bakker
- Machteld van den Heuvel
- Angela van der Heijden
- Gregory A. Aarons
- Andrew D. Brown
- B. Schreurs
In Strategy and Management
- A. Rafferty
- Mark A. Griffin
- Machteld van den Heuvel
- Mark G. Ehrhart
- Angela van der Heijden
- Gregory A. Aarons
- Arnold B. Bakker
- Wilmar B. Schaufeli
Citations in the corpus
- Does meaning‐making help during organizational change? Development and validation of a new scale (2009, background): “…insights from the existing work on meaning in life (Reker and Chamberlain, 2000; Steger et al., 2006; Wong and Fry, 1998) meaning at work (May et al., 2004; Wrzesniewski and Dutton, 2001, Wrzesniewski et al., 2003) and sensemaking (Weber and Manning, 2001; Weick, 1995; Wrzesniewski et al., 2003).”
- Perceptions of organizational change: a stress and coping perspective. (2006, background): “Authors have examined a range of different cognitive appraisals when testing Lazarus and Folkman’s model.”
- Epic and Tragic Tales (2003, methodology): “First, we make use of the burgeoning work on narrative (Czarniawska, 1997; Gabriel, 1999) and sense making (Weber & Manning, 2001; Weick, 1995) to explore how our respondents sought to understand what they considered to be processes of radical change.”
- Making sense of Corporate Social Responsibility: Exploring organizational processes and strategies (2010, methodology): “Sensemaking is also used as a way of thinking to analyze change in new organizational initiatives (Hill and Levenhagen, 1995; Forbes, 1999) or change processes in existing organizations (Weick, 1982; Gioia and Chittipeddi, 1991; Gioia and Thomas, 1996; Weber and Manning, 2001).”
- The Influence of Transformational Leadership and Leader Attitudes on Subordinate Attitudes and Implementation Success (2019, background): “For example, Weber and Manning (2001) found that employees whose perceptions of change were similar to those of change agents were more engaged in the change process.”