Organizational restructuring and middle manager sensemaking

Academy of Management Journal

Volumn 47, Issue 4, 2004, Pages 523-549

  Balogun, Julia ^a,c   Johnson, Gerry ^b  

^a CITY UNIVERSITY   (United Kingdom)

^b UNIVERSITY OF STRATHCLYDE   (United Kingdom)

^c CITY UNIVERSITY   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 4544290056     PISSN: 00014273     EISSN: None     Source Type: Journal    
DOI: 10.2307/20159600     Document Type: Article

References (73)

1. Albert, S. 1992. The algebra of change. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior, vol. 14: 179-229. Greenwich, CT: JAI Press.
2. Balogun, J., Huff, A. S., & Johnson, P. 2003. Three responses to the methodological challenges of studying strategizing, Journal of Management Studies, 40: 197-225.
3. Barr, P. S., & Huff, A. S. 1997. Seeing isn't believing: Understanding diversity in the timing of strategic response. Journal of Management, 34: 337-370.
4. Barrett, F. J., Thomas, G. F., & Hocevar, S. P. 1995. The central role of discourse in large-scale change: A social construction perspective. Journal of Applied Behavioral Science, 3: 352-373.
5. Bartlett, F. C. 1932. Remembering: A study in experimental and social psychology. Cambridge, England: Cambridge University Press.
6. Bartunek, J. M. 1984. Changing interpretive schemes and organizational restructuring: The example of a religious order. Administrative Science Quarterly, 29: 355-372.
7. Bartunek, J. M. 1993. The multiple cognitions and conflicts associated with second order organizational change. In J. K. Murnighan (Ed.), Social psychology in organizations: Advances in theory and research: 322-349. Englewood Cliffs, NJ: Prentice-Hall.
8. Bartunek, J. M., & Moch, M. K. 1987. First-order, second-order, and third-order change and organization development interventions: A cognitive approach. Journal of Applied Behavioral Science, 23: 483-500.
9. Boje, D. M. 1991. The storytelling organization: A study of story performance in an office-supply firm. Administrative Science Quarterly, 36: 106-126.
10. Boje, D. M. 1995. Stories of the storytelling organization: A postmodern analysis of Disney as "Tamara-land." Academy of Management Journal, 38: 997-1017.
11. Brown, A. D. 2000. Making sense of inquiry sensemaking. Journal of Management Studies, 37: 45-75.
12. Burgess, R. G. 1984. In the field: An introduction to field research. Allen & Unwin.
13. Child, J., & McGrath, R. G. 2001. Organizations unfettered: Organizational form in an information-intensive economy. Academy of Management Journal, 44: 1135-1148.
14. Daft, R. L., & Lewin, A. Y. 1993. What are the theories for the new organizational forms? An editorial essay. Organization Science, 4(4): 1-6.
15. Denzin, N. 1989. The research act: A theoretical introduction to sociological methods. Englewood Cliffs, NJ: Prentice-Hall.
16. Donnellon, A., Gray, B., & Bougon, M. G. 1986. Communication, meaning, and organizational action. Administrative Science Quarterly, 31: 43-55.
17. Eisenhardt, K. M. 1989. Building theories from case study research. Academy of Management Review, 14: 532-550.
18. Fiol, C. M. 2002. Capitalizing on paradox: The role of language in transforming organizational identities. Organization Science, 13: 653-666.
19. Fiske, S. T., & Taylor, S. E. 1991. Social cognition (2nd ed.). New York: McGraw-Hill.
20. Floyd, S. W., & Wooldridge, B. 1997. Middle management's strategic influence and organizational performance. Journal of Management Studies, 34: 465-485.
21. Ford, J. D. 1999a. Conversations and the epidemiology of change. In W. A. Passmore & R. W. Woodman (Eds.), Research in organizational change and development, vol. 12: 1-39. Stamford, CT: JAI Press.
22. Ford, J. D. 1999b. Organizational change as shifting conversations. Journal of Organizational Change Management, 12: 480-500.
23. Ford, J. D., & Ford, L. W. 1995. The role of conversations in producing intentional change in organizations. Academy of Management Review, 20: 541-570.
24. Gephart, R. 1991. Succession sensemaking and organizational change: A story of deviant college president. Journal of Organizational Change Management, 4(3): 35-44.
25. Gephart, R. 1993. The textual approach: Risk and blame in disaster sensemaking. Academy of Management Journal, 36: 1465-1514.
26. Gephart, R. 1997. Hazardous measures: an interpretive textual analysis of quantitative sensemaking during crises. Journal of Organizational Behavior, 18: 583-622.
27. Gioia, D. A., & Chittipeddi, K. 1991. Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12: 433-448.
28. Gioia, D. A., Thomas, J. B., Clark, S. M., & Chittipeddi, K. 1994. Symbolism and strategic change in academia: The dynamics of sensemaking and influence. Organization Science, 5: 363-383.
29. Gioia, D. A., & Thomas, J. B. 1996. Identity, image, and issue interpretation: Sensemaking during strategic change in academia. Administrative Science Quarterly, 41: 370-403.
30. Heracleous, L., & Barrett, M. 2001. Organizational change as discourse: Communicative actions and deep structures in the context of information technology implementation. Academy of Management Journal, 44: 755-778.
31. Huy, Q. N. 2001. In praise of middle managers. Harvard Business Review, 79(5): 72-79.
32. Huy, Q. N. 2002. Emotional balancing of organizational continuity and radical change: The contribution of middle managers. Administrative Science Quarterly, 47: 31-69.
33. Isabella, L. A. 1990. Evolving interpretations as change unfolds: How managers construe key organizational events. Academy of Management Journal, 33: 7-41.
34. Johnson, G., Smith, S., & Codling, B. 2000. Microprocesses of institutional change in the context of privatization. Academy of Management Review, 25: 572-580.
35. Labianca, G., Gray, B., & Brass, D. L. 2000. A grounded model of organizational schema change during empowerment. Organization Science, 11: 235-257.
36. Langfield-Smith, K. 1992. Exploring the need for a shared cognitive map. Journal of Management Studies, 29: 349-368.
37. Langley, A. 1999. Strategies for theorizing from process data. Academy of Management Review, 24: 691-710.
38. Larson, J. R., & Christensen, C. 1993. Groups as problem-solving units: Toward a new meaning of social cognition. British Journal of Social Psychology, 32: 5-30.
39. Lawrence, P. R., & Lorsch, J. W. 1967. Organization and environment. Boston: Harvard Business School Press.
40. Lincoln, Y. S., & Cuba, E. G. 1985. Naturalistic inquiry. London: Sage.
41. Louis, M. 1980. Surprise and sensemaking: What newcomers experience in entering unfamiliar organizational settings. Administrative Science Quarterly, 25: 226-251.
42. Louis, M. R., & Sutton, R. I. 1991. Switching cognitive gears: From habits of mind to active thinking. Human Relations, 44: 55-76.
43. McKinley, W., & Scherer, A. G. 2000. Some unanticipated consequences of organizational restructuring. Academy of Management Review, 25: 735-752.
44. Moch, M. K., & Bartunek, J. M. 1990. Creating alternative realities at work: New York: Harper & Row.
45. Morgan, G., Frost, P. J., & Pondy, L. R. 1983. Organizational symbolism. In L. R. Pondy, P. J. Frost, G. Morgan, & T. C. Dandridge (Eds.), Organizational symbolism: 3-35. Greenwich, CT: JAI Press.
46. Pentland, B. T., 1999. Building process theory with narrative: From description to explanation. Academy of Management Review, 24: 711-724.
47. Perlow, L. A. 1997. Finding time: How corporations, individuals and families can benefit from new work practices. Ithaca, NY: ILR Press.
48. Perlow, L. A. 1999. The time famine: Toward a sociology of work time. Administrative Science Quarterly, 44: 57-81.
49. Pettigrew, A. M. 1985. The awakening giant: Continuity and change in ICI. Oxford, England: Blackwell.
50. Pondy, L. R. 1978. Leadership as a language game. In M. W. McCall, Jr., & M. M. Lombardo (Eds.), Leadership: Where else can we go? 87-101. Durham, NC: Duke University Press.
51. Pondy, L. R. 1983. The role of metaphors and myths in organization and in the facilitation of change. In L. R. Pondy, P. J. Frost, G. Morgan, & T. Dandridge (Eds.), Organizational symbolism: 157-166. Greenwich, CT: JAI Press.
52. Poole, P., Gioia, D. A., & Gray, B. 1989. Influence modes, schema change, and organizational transformation. Journal of Applied Behavioral Science, 25: 271-289.
53. Porac, J. F., & Thomas, H. 1990. Taxonomic mental models in competitor definition. Academy of Management Review, 15: 224-250.
54. Porras, J. I., & Robertson, P. J. 1992. Organizational development: Theory, practice and research. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology (2nd ed.), vol. 3: 719-822. Palo Alto, CA: Consulting Psychologists Press.
55. Romanelli, E., & Tushman, M. L. 1994. Organizational transformation as punctuated equilibrium: An empirical test. Academy of Management Journal, 37: 1141-1166.
56. Rothbart, M. 1981. Memory processes and social beliefs. In D. Hamilton (Ed.), Cognitive processes in stereotyping and intergroup behavior: 145-181. Hillsdale, NJ: Erlbaum.
57. Rumelhart, D. E., & Ortony, A. 1977. The representation of knowledge in memory. In R. C. Anderson, R. J. Spiro, & W. E. Montagnue (Eds.), Schooling and the acquisition of knowledge: 99-135. Hillsdale, NJ: Erlbaum.
58. Schilling, M. A. 2000. Toward a general modular systems theory and its application to interfirm product modularity. Academy of Management Review, 25: 312-334.
59. Schilling, M. A., & Steensma, H. K. 2001. The use of modular organizational forms: an industry-level analysis. Academy of Management Journal, 44: 1149-1168.
60. Strauss, A., & Corbin, J. 1990. Basics of qualitative research: Grounded theory and techniques. London: Sage.
61. Taylor, S. J., & Bogdan, R. 1984. Introduction to qualitative research methods: The search for meaning (2nd ed.). New York: Wiley.
62. Thorndike, P. W. 1984. Applications of schema theory in cognitive research. In J. R. Anderson & S. M. Kosslyn (Eds.), Tutorials in learning and memory: Essays in honor of Gordon Bower: 167-191. New York: Freeman.
63. Van Maanen, J. 1979. The fact of fiction in organizational ethnography, Administrative Science Quarterly, 24: 539-550.
64. Volberda, H. W. 1996. Toward the flexible form: How to remain vital in hypercompetitive environments. Organization Science, 7: 359-374.
65. Watson, T. J., & Bargiela-Chiappini, F. 1998. Managerial sensemaking and occupational identities in Britain and Italy: The role of management magazines in the process of discursive construction. Journal of Management Studies, 35: 285-301.
66. Weber, R., & Crocker, J. 1983. Cognitive processes in the revision of Stereotypic beliefs. Journal of Personality and Social Psychology, 4: 961-977.
67. Weick, K. E. 1995. Sensemaking in organizations. London: Sage.
68. Weick, K. E. 2001. Making sense of the organization. Oxford, England: Blackwell.
69. Weick, K. E., & Roberts, K. H. 1993. Collective mind in organizations: Heedful interrelating on flight decks. Administrative Science Quarterly, 38: 357-381.
70. Whittington, R. 2002. Corporate structure: from policy to practice. In A. Pettigrew, H. Thomas, & R. Whittington (Eds.), Handbook of strategy and management: 113-138. London: Sage.
71. Whittington, R., Pettigrew, A., Peck, S., Fenton, E., & Conyon, M. 1999. Change and complementarities in the new competitive landscape: A European panel study, 1992-1996. Organization Science, 10: 583-600.
72. Wolfe, R. A., Gephart, R. P., & Johnson, T. E. 1993. Computer-facilitated qualitative data analysis: Potential contributions to management research. Journal of Management, 19: 637-661.
73. Yin, R. K. 1994. Case study research: Design and methods (2nd ed.). London: Sage.