Understanding sensemaking/sensegiving in transformational change processes from the bottom up

Higher Education

Volumn 65, Issue 6, 2013, Pages 761-780

  Kezar, Adrianna ^a  

^a UNIVERSITY OF SOUTHERN CALIFORNIA   (United States)

Author keywords

Faculty change agents; Interdisciplinarity; Transformational change

Indexed keywords

EID: 84877601416     PISSN: 00181560     EISSN: None     Source Type: Journal    
DOI: 10.1007/s10734-012-9575-7     Document Type: Article

References (19)

1. Balogun, J., & Johnson, G. (2005). From intended strategies to unintended outcomes: The impact of change recipient sensemaking. Organization Studies, 26, 1573-1601.
2. Bartunek, J., Krim, R., Necochea, R., & Humphries, M. (1999). Sensemaking, sensegiving and leadership in strategic organizational development. Advances in Qualitative Organizational Research, 2, 37-71 (New York: JAI Press).
3. Coburn, C. (2003). Rethinking scale: Moving beyond the numbers to deep and lasting change. Educational Researcher, 32(6), 3-12.
4. Cowan, R. (1993). Prescription for small college turn-around. Change, 25(1), 30-39.
5. Curry, B. (1992). Instituting enduring innovations: Achieving continuity and change in higher education. ASHE-ERIC reports, no. 7. Washington DC: George Washington University.
6. Eckel, P., & Kezar, A. (2003a). Taking the reins: Institutional transformation in higher education. Phoenix, AZ: ACE-ORYX Press.
7. Eckel, P., & Kezar, A. (2003b). Key strategies for making new institutional sense. Higher Education Policy, 16(1), 39-53.
8. Gioia, D., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12, 433-448.
9. Gioia, D., & Thomas, J. (1994). Symbolism and strategic change in academic: The dynamics of sensemaking and the influence. Organization Science, 5(3), 363-383.
10. Gioia, D., & Thomas, J. (1996). Identity, image, and issue interpretation: Sensemaking during strategic change in academia. Administrative Science Quarterly, 41(3), 370-403.
11. Kaiser, J., & Kaiser, P. (1994). Persuasive messages to support planned change. College and university, 69(2), 124-129.
12. Kezar, A., & Eckel, P. (2002a). Examining the institutional transformation process: The importance of sensemaking, inter-related strategies and balance. Research in Higher Education, 43(4), 295-328.
13. Kezar, A., & Eckel, P. (2002b). The effect of institutional culture on change strategies in higher education: Universal principles or culturally responsive concepts? The Journal of Higher Education, 73(4), 435-460.
14. Kezar, A., & Lester, J. (2011). Enhancing campus capacity for leadership: An examination of grassroots leaders. Stanford, CA: Stanford Press.
15. Maitlis, S. (2005). The social processes of organizational sensemaking. The Academy of Management Journal, 48(1), 21-49.
16. Maitlis, S., & Lawrence, T. B. (2007). Triggers and enablers of sensegiving in organizations. Academy of Management Journal, 50(1), 57-84.
17. Maitlis, S., & Sonenshein, S. (2010). Sensemaking in crisis and change: Inspiration and insights from Weick 1988. Journal of Management Studies, 47(3), 551-580.
18. Rouleau, L. (2005). Micro-practices of strategic sensemaking and sensegiving: How middle managers interpret and sell change every day. Journal of Management Studies, 42(7), 1413-1441.
19. Weick, K. (1995). Sensemaking in organizations. London: Sage.