Chapter 27 Sense-making in organizational research
Stanford's Organization Theory Renaissance, 1970–2000
ISBN: 978-1-84950-930-5, eISBN: 978-1-84950-931-2
Publication date: 25 March 2010
Abstract
My own work reflects an attempt to understand organizational processes as, at their core, the process of pursuing or facilitating sense-making. Organizational members make sense of complex, changing conditions. Organizational systems and organizational leaders can be seen as serving the role of facilitating or impeding sense-making (Sitkin, Lind, & Siang, 2006).
Citation
Sitkin, S.B. (2010), "Chapter 27 Sense-making in organizational research", Bird Schoonhoven, C. and Dobbin, F. (Ed.) Stanford's Organization Theory Renaissance, 1970–2000 (Research in the Sociology of Organizations, Vol. 28), Emerald Group Publishing Limited, Leeds, pp. 409-418. https://doi.org/10.1108/S0733-558X(2010)0000028031
Publisher
:Emerald Group Publishing Limited
Copyright © 2010, Emerald Group Publishing Limited