Everyday sensegiving: A closer look at successful plant managers

Journal of Applied Behavioral Science

Volumn 46, Issue 2, 2010, Pages 220-244

  Smith, Anne D ^a   Plowman, Donde Ashmos ^b   Duchon, Dennis ^b  

^a UNIVERSITY OF TENNESSEE   (United States)

^b UNIVERSITY OF NEBRASKA LINCOLN   (United States)

Author keywords

Qualitative case studies; Sensegiving; Values

Indexed keywords

EID: 77954002781     PISSN: 00218863     EISSN: 15526879     Source Type: Journal    
DOI: 10.1177/0021886310369932     Document Type: Article

References (61)

1. Balogun, J. (2003). From blaming the middle to harnessing its potential: Creating change intermediaries. British Journal of Management, 14, 69-83.
2. Balogun, J., & Johnson, G. (2004). Organizational restructuring and middle manager sensemaking. Academy of Management Journal, 47, 523-549.
3. Bartunek, J.M., Krim, R.M., Necochea, R., & Humphries, M. (1999). Sensemaking, sensegiving, and leadership in strategic organizational development. Advances in Qualitative Organizational Research, 2, 37-71.
4. Bartunek, J.M., Rousseau, D.M., Rudolph, J.W., & DePalma, J. (2006). On the receiving end: Sensemaking, emotion, and assessments of an organizational change initiated by others. Journal of Applied Behavior Science, 42, 182-206.
5. Beck, T.E., & Plowman, D.A. (2009). Experiencing rare and unusual events richly: The role of middle managers in animating and guiding organizational interpretation. Organization Science, 20, 909-924.
6. Bolman, L.G., & Deal, T.E. (2003). Reframing organizations: Artistry, choice, and leadership (3rd ed.). San Francisco, CA: Jossey-Bass.
7. Bourgeois, L.J., & Brodwin, D.R. (1984). Strategic implementation: Five approaches to an elusive phenomenon. Strategic Management Journal, 5, 241-264.
8. Brooks, I. (1996). Leadership of a cultural change process. Leadership and Organization Development Journal, 17(5), 31-37.
9. Brown, A.D. (1994). Transformational leadership in tackling technical change. Journal of General Management, 19, 1-12.
10. Burgelman, R.A. (1983). A process model of internal corporate venturing in the diversified major firm. Administrative Science Quarterly, 28, 223-244.
11. Burke, W.W., & Litwin, G.H. (1992). A causal model of organizational performance and change, Journal of Management, 18, 523-545.
12. Corley, K.G., & Gioia, D.A. (2004). Identity ambiguity and change in the wake of a corporate spin-off. Administrative Science Quarterly, 49, 173-208.
13. Corvellec, H., & Risberg, A. (2007). Sensegiving as mise-en-sens: The case of wind power development. Scandinavian Journal of Management, 23, 306-326.
14. Creswell, J.W. (2007). Qualitative inquiry and research design. Thousand Oaks, CA: Sage.
15. Currie, G., & Procter, S.J. (2005). The antecedents of middle managers' strategic contribution: The case of a professional bureaucracy. Journal of Management Studies, 42, 1325-1356.
16. Dutton, J.E., Ashford, S.J., O'Neill, R.M., Hayes, E., & Wierba, E.E. (1997). Reading the wind: How middle managers assess the context for selling issues to top managers. Strategic Management Journal, 18, 407-425.
17. Eisenhardt, K.M. (1989). Building theories from case study research. Academy of Management Review, 14, 532-550.
18. Elsbach, K.D. (1994). Managing organizational legitimacy in the California cattle industry: The construction and effectiveness of verbal accounts. Administrative Science Quarterly, 39, 57-88.
19. Fiss, P.C., & Zajac, E.J. (2006). The symbolic management of strategic change: Sensegiving via framing and decoupling. Academy of Management Journal, 49, 1173-1193.
20. Floyd, S.W., & Lane, P.J. (2000). Strategizing throughout the organization: Managing role conflict in strategic renewal. Academy of Management Review, 25, 154-177.
21. Floyd, S.W., & Wooldridge, B. (1992). Middle management involvement in strategy and its association with strategy type: A research note. Strategic Management Journal, 13, 153-167.
22. Floyd, S.W., & Wooldridge, B. (1997). Middle manager's strategic influence and organizational performance. Journal of Management Studies, 28, 465-485.
23. Gioia, D.A., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12, 443-458.
24. Gioia, D.A., & Thomas, J.B. (1996). Identity, image and issues interpretation: Sensemaking during strategic change in academia. Administrative Science Quarterly, 41, 370-403.
25. Glaser, B.G., & Strauss, A.L. (1967). The discovery of grounded theory. Hawthorne, NY: Aldine de Gruyter.
26. Guth, W.D., & McMillan, I.C. (1986). Strategy implementation versus middle management self-interest. Strategic Management Journal, 7, 313-327.
27. Hardy, C. (1985). The nature of unobtrusive power. Journal of Management Studies, 22, 384-399.
28. Hrebiniak, L.G., & Joyce, W.F. (1984). Implementing strategy. New York, NY: Macmillan.
29. Higgins, J.M., & McAllaster, C. (2004). If you want strategic change, don't forget to change your cultural artifacts. Journal of Change Management, 4, 63-73.
30. Higgins, J.M., McAllaster, C., Certo, S.C., & Gilbert, J.P. (2006). Using cultural artifacts to change and perpetuate strategy. Journal of Change Management, 6, 370-415.
31. Hill, R.C., & Levenhagen, M. (1995). Metaphor and mental models: Sensemaking and sensegiving in innovative and entrepreneurial activities. Journal of Management, 21, 1057-1074.
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. Jarzabkowski, P., Balogun, J., & Seidl, D. (2007). Strategizing: The challenges of a practice perspective. Human Relations, 60, 5-27.
34. Johnson, G. (1990). Managing strategic change: the role of symbolic action. British Journal of Management, 1, 183-200.
35. Johnson, G., & Huff, A.S. (1998). Everyday innovation everyday strategy. In G. Hamel, C. K. Prahalad, H. Thomas, & D. O. O'Neal (Eds.), Strategic flexibility: Managing in a turbulent environment (pp. 13-27). New York, NY: Wiley.
36. Johnson, G., Melin, L., & Whittington, R. (2003). Micro strategy and strategizing: Towards an activity-based view. Journal of Management Studies, 40, 3-22.
37. Langley, A. (1999). Strategies for theorizing from process data. Academy of Management Review, 24, 691-710.
38. Lewin, K. (1951). Field theory in social sciences. New York, NY: Harper & Row.
39. Lincoln, Y., & Guba, E. (1985). Naturalistic inquiry. Beverly Hills, CA: Sage.
40. Maitlis, S. (2005). The social processes of organizational sensemaking. Academy of Management Journal, 48, 21-49.
41. Maitlis, S., & Lawrence, T.B. (2003). Orchestral manoeuvres in the dark: Understanding failure in organizational strategizing. Journal of Management Studies, 40, 109-139.
42. Mintzberg, H., & McHugh, A. (1985). Strategy formation in adhocracy. Administrative Science Quarterly, 30, 160-197.
43. Morgan, G., Frost, P., & Pondy, L.R. (1983). Organizational symbolism. In L. R. Pondy, P. Frost, G. Morgan, & T. C. Dandridge (Eds.), Organizational symbolism (pp. 3-35). Greenwich, CT: JAI Press.
44. Nag, R., Corley, K.G., & Gioia, D.A. (2007). The intersection of organizational identity, knowledge, and practice: Attempting strategic change via knowledge grafting. Academy of Management Journal, 50, 821-848.
45. Patriotta, G. (2003). Sensemaking on the shop floor: Narratives of knowledge in organizations. Journal of Management Studies, 40, 349-375.
46. Patton, M.Q. (2002). Qualitative research & evaluation methods (3rd ed.). Thousand Oaks, CA: Sage.
47. Peters, T.J. (1978). Symbols, patterns, and settings: An optimistic case for getting things done. Organizational Dynamics, 7, 3-23.
48. Pfeffer, J. (1981). Management as symbolic action. In B. Staw & L. Cummings (Eds.), Research in organizational behavior (pp. 1-52). Oxford, England: Elsevier.
49. Pratt, M.G., & Rafaeli, A. (2001). Symbols as a language of organizational relationships. Research in Organizational Behavior, 23, 93-192.
50. Rouleau, L. (2005). Micro-practices of strategic sensemaking and sensegiving: How middle managers interpret and sell change every day. Journal of Management Studies, 42, 1413-1441.
51. Smircich, L., & Morgan, G. (1982). Leadership: The management of meaning. Journal of Applied Behavioral Science, 18, 257-273.
52. Stensaker, I., Falkenberg, J., & Gronhaug, K. (2008). Implementation activities and organizational sensemaking. Journal of Applied Behavioral Science, 44, 162-185.
53. Trice, H., & Beyer, J. (1993). The cultures of work organizations. Englewood Cliffs, NJ: Prentice Hall.
54. Weber, P.S., & Manning, M.R. (2001). Cause maps, sensemaking, and planning organizational change. Journal of Applied Behavioral Science, 37, 227-251.
55. Weick, K.E. (1979). The social psychology of organizing. Reading, MA: Addison-Wesley.
56. Weick, K.E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage.
57. Weick, K.E., & Quinn, R. (1999). Organizational change and development. American Review of Psychology, 50, 361-386.
58. Westley, F.R. (1990). Middle managers and strategy: Microdynamics of inclusion. Strategic Management Journal, 11, 337-351.
59. Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27, 613-634.
60. Wooldridge, B., & Floyd, S.W. (1990). The strategy process, middle management involvement, and organizational performance. Strategic Management Journal, 11, 231-241.
61. Zott, C., & Huy, Q. (2007). How entrepreneurs use symbolic management to acquire resources. Administrative Science Quarterly, 52, 70-105.