Organizing, changing and learning: A sensemaking perspective on an ongoing 'soap story'

Management Learning

Volumn 45, Issue 2, 2014, Pages 216-234

  Colville, Ian ^a   Hennestad, Bjorn ^b   Thoner, Kristoffer ^c  

^a UNIVERSITY OF BATH   (United Kingdom)

^b BI NORWEGIAN BUSINESS SCHOOL   (Norway)

^c Lilleborg AS   (Norway)

Author keywords

Becoming; changing; insider outsider; learning; sensemaking

Indexed keywords

EID: 84898918348     PISSN: 13505076     EISSN: 14617307     Source Type: Journal    
DOI: 10.1177/1350507612473710     Document Type: Article

References (73)

1. Alvesson M,Skoldberg KReflexive Methodology: New Vistas for Qualitative Research. London: Sage; 2009:.
2. Antonacopoulou EP.Impact and scholarship: Unlearning and practicing to co-create actionable knowledge.Management Learning. 2009;40 (4): 421-430.
3. Argote L.Organizational learning research: Past, present and future.Management Learning. 2011;42 (4): 439-446.
4. Bartunek JM,Louis MRInsider/Outsider Team Research. London: SAGE; 1996:.
5. Bateson GSteps to an Ecology of Mind. Chicago, IL: University of Chicago Press; 1972:.
6. Brown AD,Humphreys M.Epic and tragic tales: Making sense of change.Journal of Applied Behavioral Science. 2003;39 (23): 121-144.
7. Bruner JActs of Meaning. Boston, MA: Harvard University Press; 1990:.
8. Bruyn S.The methodology of participant observation.Human Organization. 1963;22 (3): 224-235.
9. Chia RThe Oxford Handbook of Organization Theory. Tsoukas HKnudsen C, ed. Oxford: Oxford University Press; 2003:113-140.
10. Clegg SR,Kornberger M,Rhodes C.Learning/becoming/organizing.Organization. 2005;12 (2): 147-167.
11. Cohen L,Manion LResearch Methods in Education. London: Croom Helm; 1986:.
12. Colville ID,Waterman RH,Weick KE.Organizing and the search for excellence: Making sense of the times in theory and practice.Organization. 1999;6 (1): 129-148.
13. Colville ID,Brown AD,Pye AJ.Simplexity: Sensemaking, organizing and storytelling for our time.Human Relations. 2012;65 (1): 5-15.
14. Cunliffe A,Coupland C.From hero to villain to hero: Making experience sensible through embodied narrative sensemaking.Human Relations. 2012;65 (1): 63-88.
15. Cunliffe A,Sadler-Smith E.Continuing to be different.Management Learning. 2010;41 (1): 3-5.
16. Czarniawska BA Theory of Organizing. Cheltenham: Edward Elgar; 2008:.
17. Dewey JHuman Nature and Conduct. Mineola, NY: Dover; 1922/2002:.
18. di Lampedusa GTThe Leopard. London: Harvill Press; 1986:.
19. Eisenhardt KM,Graebner MA.Theory building from cases: Opportunities and challenges.Academy of Management Journal. 2007;50:25-32.
20. Elkjaer B.Organizational learning: The 'Third Way'.Management Learning. 2004;35 (4): 419-434.
21. Feldman M.Organizational routines as a source of continuous change.Organization Science. 2000;11 (6): 611-629.
22. Flanagan JC.The critical incident technique.Psychological Bulletin. 1954;51 (4): 1-33.
23. Ford JD,Ford LW.The role of conversations in producing intentional change in organizations.Academy of Management Review. 1995;20 (3): 541-570.
24. Geertz CThe Interpretation of Cultures. New York: Basic Books; 1973:.
25. Gerring J.What is a case study and what is it good for?.American Political Science Review. 2004;98 (2): 341-354.
26. Gioia DA,Price KN,Hamilton AL, et al.Forging an identity: An insider-outsider study of processes involved in the formation of organizational identity.Administrative Science Quarterly. 2010;55 (3): 1-46.
27. Goffman EFrame Analysis: An Essay on the Organization of Experience. London: Harper & Row; 1974:.
28. Guba EG,Lincoln YSEffective Evaluation: Improving the Usefulness of Evaluation Results through Responsive and Naturalistic Approaches. San Francisco, CA: Jossey-Bass; 1992:.
29. Heracleous L.An ethnographic study of culture in the context of organizational change.Journal of Applied Behavioral Science. 2001;37 (4): 426-446.
30. Holt R,Cornelissen J.Phenomenology and sensemaking theory: Learning again from the Mann Gulch case.Management Learning. in press;:.
31. James WThe Will to Believe. New York: Dover Publications; 1956:.
32. Kotter JPLeading Change. Boston, MA: Harvard Business School Press; 1996:.
33. Kramer E-HOrganizing Doubt: Grounded Theory, Army Units and Dealing with Dynamic Complexity. Copenhagen: Copenhagen Business School Press; 2007:.
34. Langley A.Strategies for theorizing from process data.Academy of Management Review. 1999;24 (4): 691-710.
35. Larsson M,Lundholm SE.Leadership as work-embedded influence: A micro-discursive analysis of an everyday interaction in a bank.Leadership. 2010;6 (2): 159-184.
36. Li S,Easterby-Smith M,Bartunek J.Research methods for organizational learning: The transatlantic gap.Management Learning. 2009;40 (4): 353-356.
37. Maitlis S,Sonenshein S.Sensemaking in crisis and change: Inspiration and insights from Weick (1988).Journal of Management Studies. 2010;47 (3): 551-580.
38. Mangham IL,Pye AJThe Doing of Managing. Oxford: Blackwell; 1991:.
39. Miles MB,Huberman AMQualitative Data Analysis: An Expanded Sourcebook. 1994) Qualitative Data Analysis: An Expanded Sourcebook. 2nd edn.London: SAGE.London: SAGE; 1994:.
40. Mintzberg HMintzberg on Management. New York: Simon & Schuster; 2005:.
41. Nonaka I,Takeuchi HThe Knowledge Creating Company. Oxford: Oxford University Press; 1995:.
42. Orlikowski W.Improvising organizational transformation over time: A situated change perspective.Information Systems Research. 1996;7 (1): 63-92.
43. Patton MQualitative Research and Evaluation Methods. London: SAGE; 2002:.
44. Polanyi MThe Tacit Dimension. New York: Doubleday; 1966:.
45. Purser RE,Petranker J.Unfreezing the future: Exploring the dynamic of time in organizational change.Journal of Applied Behavioral Science. 2005;41 (2): 182-303.
46. Quinn RE,Cameron KSParadox and Transformation: Toward a Framework of Change in Organization and Management. Cambridge, MA: Ballinger; 1988:.
47. Ryle GHThe Concept of Mind. Chicago, IL: New University of Chicago Press; 1949:.
48. Samra-Fredericks D.'Strategizing as lived experience and strategists' everyday efforts to shape strategic direction.Journal of Management Studies. 2003;40 (1): 141-174.
49. Schein EH.Kurt Lewin's change theory in the field and in the classroom: Notes toward a model of managed learning.Systems Practice. 1996;9 (1): 27-47.
50. Schutz A.The social world and the theory of action.Social Research. 1960;27 (2): 203-215.
51. Shils ETradition. Chicago, IL: University of Chicago Press; 1981:.
52. Silverman DQualitative Methodology and Sociology: Describing the Social World. Aldershot, Hants: Gower Publishing; 1985:.
53. Suddaby R.From the editors: What grounded theory is not.Academy of Management Journal. 2006;49:633-642.
54. Taylor JR,Van Every EJThe Emergent Organization: Communication as Its Site and Surface. Mahwah, NJ: Lawrence Erlbaum; 2000:.
55. Tsoukas H,Chia R.Organizational becoming: Rethinking organizational change.Organization Science. 2002;13:567-582.
56. Turner BAMan-Made Disasters. Oxford: Butterworth-Heinemann; 1997:.
57. Van de Ven AH,Poole MS.Alternative approaches for studying organizational change.Organization Studies. 2005;26 (9): 1377-1404.
58. Van Maanen J.The fact of fiction in organizational ethnography.Administrative Science Quarterly. 1979;24 (4): 539-550.
59. Vince R,Elkjaer B.Breaking the boundaries of existing knowledge: A celebration of the 40th anniversary of Management Learning.Management Learning. 2009;40 (1): 1-6.
60. Watzlawick P,Weakland JH,Fisch RChange: Principles of Problem Formation and Problem Resolution. New York: W.W. Norton & Co; 1974:.
61. Weick KEThe Social Psychology of Organizing. 1979) The Social Psychology of Organizing. 2nd edn.New York: Random House.New York: Random House; 1979:.
62. Weick KE.Enacted sensemaking in crisis situations.Journal of Management Studies. 1988;25 (4): 305-317.
63. Weick KE.The collapse of sensemaking in organizations: The Mann Gulch disaster.Administrative Science Quarterly. 1993;38 (4): 628-652.
64. Weick KESensemaking in Organizations. London: SAGE; 1995:.
65. Weick KEGreat Minds in Management. Smith KGHitt MA, ed. Oxford: Oxford University Press; 2005:394-415.
66. Weick KE.Faith, evidence, and action: Better guesses in an unknowable world.Organization Studies. 2006;27 (11): 1723-1736.
67. Weick KEMaking Sense of the Organization: The Impermanent Organization. Chichester: Wiley; 2009:.
68. Weick KE.Reflections on enacted sensemaking in the Bhopal disaster.Journal of Management Studies. 2010;47 (3): 537-550.
69. Weick KE.On conceptual linkages that define interpretive work.Human Relations. 2012;65 (1): 141-153.
70. Weick KE,Quinn RE.Organizational change and development.Annual Review of Psychology. 1999;50:361-386.
71. Weick KE,Westley FThe Handbook of Organization Studies. Clegg SHardy CNord D, ed. London: SAGE; 1996:440-458.
72. Weick KE,Sutcliffe KM,Obstfeld D.Organizing and the process of sensemaking. Organization Science. 2005;16 (4): 409-421.
73. Yin RKCase Study Research: Design and Methods. 2003) Case Study Research: Design and Methods. 4th edn.London: SAGE.London: SAGE; 2003:.