Chapter 27 Sense-making in organizational research

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