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Service research has previously documented service providers’ role in addressing the barriers of technology mediation, mostly at the service delivery level. The purpose of this study is to enhance our understanding about the role of service providers who hold strategic and operational roles, as well as investigate the impact of coordinated, organization-wide initiatives in dealing with the demands and associated emotional ambivalence of technology-mediated services.

This qualitative study draws from a series of in-depth interviews with health-care service providers who hold strategic and operational roles in health-care organizations along with participant observation to develop an understanding of the broader organizational context of telehealth services.

This paper outlines the strategic sense-giving process and highlights how health-care service providers who hold strategic and operational roles enact the sense-giver role. This study illustrates that strategic sense-giving involves the recognition of sense-making gaps; identification of sense-giving opportunities; and provision of templates of action.

This study illustrates that sense-giving can be performed by a number of organizational members in a more formalized way which extends informal sense-giving efforts at the peer-to-peer level. The importance of strategic sense-giving in providing templates of action for service providers and consumers is highlighted. This study also shows how strategic sense-giving safeguards against confusion and errors by communicating appropriate ways of using technology. Finally, the role of strategic sense-giving in helping service providers and consumers cope with the emotional ambivalence of technology-mediated service interactions are demonstarted.

This paper considers the role of culture in crisis management narratives. The importance of sensemaking and sense-giving to crisis management is expanded by exploring how understanding organization culture may affect the plausibility of sense-giving narratives in crises.

The crisis management, sensemaking, sense-giving and organizational culture literature studies are briefly reviewed. The paper then explores how plausibility may be dependent on organizational culture and how different cultures may create different dependencies. Propositions are developed and the potential organizational interventions based on these propositions in the action research tradition are offered, as they are potential practical and research implications.

Organizational cultures as shared sensemaking mechanisms provide leaders with the framework for constructing crisis management messages. A plausible message must resonate within the shared cultural experiences of members to shape and direct behaviors during a crisis while maintaining necessary flexibility to evolve as the crisis progresses.

Potential avenues of future research include empirically testing the effects of cultural alignment on crisis management messaging employing action research or other methods, how strength of culture affects the process and the malleability of plausibility.

Practical implications include an organization's understanding of how culture affects not only the messages sent but also how employees might receive the sense-giving narratives. The paper also highlights the importance of flexibility in sense-giving narratives to allow evolution of the message as the crisis changes. Additional practical implications are provided.

This manuscript considers the role of culture in crisis management sense-giving narratives, a topic that has received little research attention. The manuscript argues that aligning the narrative within the organization's shared cultural understanding will increase employee acceptance and adherence to the message. The paper further discusses the importance of flexibility in the sense-giving narratives as the crisis changes.

The promotion of US exports has been a priority for the US Department of Commerce, with the aim of reducing the trade deficit. This, combined with the worldwide reduction in trade barriers, has opened up a number of foreign markets for US companies. A key element of export sales development is successful sales negotiations between US exporters and potential foreign buyers. This study examines sales negotiations between US exporters and foreign buyers from 47 different countries. A large‐scale model of the determinants of satisfaction in exporter‐importer sales negotiations is developed and tested. This model incorporates a series of antecedents (cultural divergence, contextual familiarity, goal compatibility, interdependence, trust, social orientation, cooperative orientation) and two major process variables (sense‐making and sense‐giving) which bring in a communications perspective. The effects of sense‐making and sense‐giving on flexibility and conflict and the impact of flexibility and conflict on satisfaction, the ultimate outcome variable, are also examined. The proposed model is tested with data gathered from 179 respondent US export/international sales managers. The fit was found to be excellent. Implications are provided for US export sales executives, along with a discussion of suggestions for future research.

The purpose of this paper is to capture legitimising principles of recent successions to the throne through narrative time. Further, this study considers leaders’ sense-giving to succession.

This research applies a “temporal narrative analysis” to explicate legitimising principles of narrative time in three recent case studies of royal succession: the kingdoms of Spain, Belgium and the Netherlands.

The findings show that royal successions in three modern European constitutional monarchies are legitimised through giving sense to narrative time. The legitimacy of timing succession is embedded in multiple temporal narratives, in which heirs apparent are brought forward as the new generation who will modernise the monarchy.

The paper presents an innovative conceptual framework of sense-giving to succession through narrative time. This framework will be helpful to scholars who aim to grasp legitimising principles of temporal narration in leadership succession.

This paper aims to argue that, while destination benchmarking and visitor surveys seek to measure the visitor experience, they privilege the destination manager or researcher rather than taking the visitor's viewpoint. It seeks to suggest that capturing and analysing visitor stories while in the destination can facilitate understanding of how destination image changes with actual experience, and what factors or attributes are important, thereby offering a deeper insight into the process through which destination experience is transformed (sense making) and transmitted (sense giving) via those stories, that all important word of mouth publicity.

Unstructured interviews were recorded with visitors in Edinburgh and Greenwich. An interpretive approach was employed in analysing the interview data to uncover facets of visitor experience affecting the image conveyed through the narrative.

The research reveals three elements involved in the sense making and sense giving process and sets out the three categories of visitor consumption characteristics which are implicated in the process.

Although the outcomes of the sense making and sense giving process are mediated by the incidents, interactions and characteristics of the individual visitor, the process itself is common to all visitors. Analysing visitor narratives to uncover the mediating factors illuminates the visitor's actual destination experience and its impact on their understanding or image of a destination. Narratives proved to be a useful research tool.

The interview and analysis techniques used could be readily adapted for use alongside existing standardised visitor survey tools to provide destination managers and marketers a greater understanding of the impact of customer care and visitor management programmes and how narrative may be useful in tailoring destination marketing to meet the requirements of specific visitor groups.

The paper demonstrates the utility of capturing and analysing visitor narratives at the point of destination consumption for understanding actual destination experience and the way in which it is transmitted as word of mouth information to others.

This study aims to investigate the dynamic interplay between the management control system (MCS) and organizational identity (OI) in the Deepwater Horizon incident involving British Petroleum (BP). It examines how the MCS manages challenges, particularly those addressing the embarrassment stemming from identity disparities between external portrayal (frontstage) and internal operations (backstage), with a focus on the often-underestimated influence of the media.

This study builds upon the frameworks developed by Ravasi and Schultz (2006) and Malmi and Brown (2008) to construct a theoretical framework that profoundly investigates the relationship between MCS and OI. The framework developed guided the research design and incorporated a qualitative approach complemented by an illustrative case study. The research data was rigorously gathered from diverse sources, including official BP documents and influential media outlets, with a particular focus on well-established American and British newspapers.

BP’s MCS plays a dual role: it exposes discrepancies in safety, leadership and values, causing embarrassment and identity damage, yet catalyses a sense-making process leading to organizational transformation and shifts in the OI. This transformation influences sense-giving and prompts changes in MCS. The study reveals an intricate interplay in identity management between frontstage audiences (e.g. influential media) and backstage actors (e.g. BP’s senior management). It highlights interdependencies both within and between MCS and OI, emphasizing their roles in interacting within identity management. The longitudinal recovery is intricately tied to mutual political interests between BP and the USA, which are significantly facilitated by the media’s role.

This study acknowledges limitations that point future research opportunities. Interviews could provide a more dynamic understanding of MCS changes and organizational transformations. Investigating the role of leadership, particularly the new chief executive office, and the influence of political versus organizational factors in shaping identity claims is essential. Additionally, the effectiveness and historical context of interdependencies should be quantitatively assessed. Theoretical limitations in the OI and MCS frameworks suggest the need for context-specific categorisations. This research serves as a foundation for further exploration of the intricate dynamics between MCS, OI and organizational responses to crises.

This study offers valuable insights with practical implications for organizations facing identity challenges in the wake of significant incidents. Organizations can better navigate crises by recognizing the multifaceted role of MCS in identity damage and restoration. It underscores the importance of addressing both frontstage and backstage aspects of OI while managing identity discrepancies, thereby enhancing transparency and credibility. Additionally, understanding the intricate interdependencies within OI and MCS can guide organizations in implementing more effective identity restoration strategies. Furthermore, the study highlights the significance of media influence and the need to engage with it strategically during crisis management.

This study’s findings have significant social implications for organizations and the broader public. By recognizing the multifaceted role of MCS in shaping identity, organizations can enhance transparency and credibility, rebuilding trust with the public. Additionally, the study highlights the critical role of media in influencing perceptions and decision-making during crises, emphasizing the importance of responsible and ethical reporting. Understanding the intricate interplay between MCS and OI can inform better crisis management strategies and improve how organizations respond to and recover from incidents, ultimately benefiting society by promoting more accountable and responsible corporate behaviour.

This study’s distinctness lies in its innovative exploration of MCS, which transcends traditional methodologies that focus narrowly on front or backstage aspects of OI and often adhere to predetermined MCS practices. It underscores the importance of concurrently addressing both the front- and backstage audiences in managing the embarrassment caused by identity discrepancies and restoration. The research uncovers multifaceted interdependencies within MCS and OI, and these extend beyond simplistic relationships and emphasize the complex nature of identity restoration management.

It is commonly acknowledged that history matters in strategy. However, the strategy literature mainly discusses history in terms of path dependency, leaving little room for managerial agency, despite growing anecdotal evidence that managers can actively draw on corporate history to improve decision-making. An emerging literature on how managers use the past to give sense to internal and external stakeholders has given rise to a more agent-based approach to history, but while sense-giving is commonly connected to sense-making as a driver of strategic change, the role of history in sense-making remains unexplored. Drawing on the concept of analogical reasoning, this chapter theorizes the connection between corporate archives and managerial sense-making, arguing that analogies drawn from past experience can reduce uncertainty and foster learning. This theory leads to the suggestion that consulting the corporate archive can promote strategic renewal and thus boost performance.

Using composite style measures of the letter to shareholders, the purpose of this paper is to elaborate dominant rhetorical profiles and qualify them from an impression management (IM) perspective. In addition, the paper examines how institutional differences affect rhetorical profiles by comparing intensity and contingencies of rhetorical profiles of UK and US companies.

The authors use automated text analysis to capture linguistic style characteristics of a panel of UK and US companies and employ factor analysis to determine rhetorical profiles. Next, the authors investigate company-level and country-level determinants of a company’s rhetorical stance.

The authors document three prominent rhetorical profiles: an emphatic acclaiming stance, a cautious plausibility-based framing position, and a logic-based rationalizing orientation. The profiles represent distinct self-presentational logics and have different readability effects. Rhetorical IM is stronger in US companies, but higher expected scrutiny in the US institutional environment affects sensitivity of rhetorical postures to message credibility and litigation risk, while marginally increasing the less litigation-sensitive defensive framing style in US letters.

The authors develop replicable archival-based measures of prominent rhetorical IM traits of the shareholder letter, based on composite style features. The authors argue that they are qualitatively different from content-based IM proxies. The authors investigate their institutional and organizational relevance by examining how company features and country-level differences affect incentives and constraints for style-based rhetorical IM.

This paper aims to explore the mechanism of brand internalisation when a brand transcends national borders. It focuses on the ways international and local managers interpret the brand, develop brand understanding and enact it through communication with other colleagues.

The research is based on a case study of IKEA in Russia and China during 2003‐2004.

The processes of brand conceptualising, comprehending and activating are identified, characterised by a weakening collective sense making amongst employees locally. Brand activating represents a discontinuity stage of brand internalisation when a shared brand understanding by employees becomes increasingly difficult to achieve. As such managers should broaden their brand contexts to include cultural elements and cues, involve local staff as well as adopt roles which facilitate collective sense‐making processes.

New research should explore local employees' brand experiences throughout their brand internalisation. It should also delve deeper into the ways they enact their brand in relationships with other local stakeholders.

The study argues that international managers need greater awareness of theirs' and local employees' roles in brand internalisation. Managers need to create common frameworks for sense making and work towards partnership relationships with local stakeholders.

This is an original paper of value to global retailers and other branded organisations.

This chapter starts with the phenomenon of CRM systems being sometimes more considered as a burden than a support by salespeople. The main argument is that CRM tools do barely fit the needs of salespeople as their functions, most of all, are administrative, which leads to a resistance for using them.

The author shows how this kind of shortcomings are manifested in “real-life” operations and finds out that much of the problems seem to be due to the very architecture of extant CRM systems. Indeed, creative offerings and business development imply advanced cognitive processes for which there are no functions in traditional CRM tools.

Therefore, the core part of the chapter leads to a discussion on how genuine supportive CRM systems architecture should be designed. The sales process is made of three phases beyond the administration one, namely, a sense-making, a sense-giving, and a sense-acting phase. An adequate architectural design would take into consideration functions that support the whole process, which also includes informative links and a much more visual design to process information instantly.