Making sense of different responses to corporate change

By Inger Stensaker, Joyce Falkenberg. 2007

157 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/fc5524e166a154380bafb55c1171410953fdfcf5

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Marlys K. Christianson
2. Benedict Kemmerer
3. V. Narayanan
4. Sally Maitlis
5. Lee J. Zane
6. Norbert Steigenberger
7. T. Lawrence
8. William Ocasio

In Strategy and Management

1. Benedict Kemmerer
2. Lee J. Zane
3. V. Narayanan
4. Marlys K. Christianson
5. Sally Maitlis
6. Philip Bromiley
7. Devaki Rau

Citations in the corpus

• Sensemaking in Organizations: Taking Stock and Moving Forward (2014, background): “Others refer to a “sensemaking lens” (Sonenshein, 2009; Stensaker & Falkenberg, 2007; Vough, 2012), while still others (Helms Mills, Weatherbee, & Colwell, 2006; Mikkelsen, 2013) write of Weick’s “sensemaking framework”, often referring to the seven properties of sensemaking (Weick, 1995).”
• The Cognitive Perspective in Strategy: An Integrative Review (2011, background): “First, there are individual differences in the interpretive responses of middle managers, with Stensaker and Falkenberg (2007) identifying five responses—convergent response, divergent response, unresolved sensemaking, creative response, and noncompliance— and showing how these shape…”