Narratives and sensemaking of an organizationally-based environmental disaster

Guimarães, Paulo Cesar Vaz; Alves, Mário Aquino

doi:10.1590/s1807-76922014000200007

Cited by 5 publications

(3 citation statements)

References 38 publications

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“…Our informants revealed drawing on this complex combination of people, environmental factors, artifacts, and heuristics when making and giving in extremis sense. The majority of the sensemaking literature discusses the leader sensegiving to subordinates (Filstad, 2014; Guimarães & Alves, 2014; Matsuo, 2015); our study differs in that it illustrates that this can also work in reverse. Moreover, intensive training frees up distributed cognitive capacity of the team and enables more effective give and take between the leader and subordinates.…”

Section: Discussionmentioning

confidence: 81%

Making Sense When It Matters Most: An Exploratory Study of LeadershipIn Extremis

Dixon

Weeks

Boland

et al. 2016

Journal of Leadership & Organizational Studies

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Leading in in extremis situations, when lives are in peril, remains one of the least addressed areas of leadership research. Little is known about how leaders make sense in these dangerous situations and communicate these contexts to others. Because most of the literature on in extremis is theoretical, we sought empirical evidence of how sensemaking proceeds in practice. A qualitative study was conducted based on interviews with 30 Army leaders who had recently led teams in combat. Our findings suggest that during these life-threatening situations, sensemaking and sensegiving are actually occurring simultaneously, the type of training leaders receive is critical, and a sense of duty can influence a person’s role as a leader. Our findings have implications for both theory and practice since crisis leadership is now a coveted executive quality for leadership competency.

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Section: Discussionmentioning

confidence: 81%

Making Sense When It Matters Most: An Exploratory Study of LeadershipIn Extremis

Dixon

Weeks

Boland

et al. 2016

Journal of Leadership & Organizational Studies

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“…This study investigates to understand why and how individuals do certain things the way they do in change, in doing so, we managed to scratch only the surface in unearthing few middle managers' micro-political behaviours. Recently there appears to be a strong interest in qualitative study through narratives and discourse analysis (Balogun et al 2014;Guimarães & Alves 2014). Perhaps future research should consider using some of these theoretical perspective in unravelling the different plots through layers of different discourses that may exist within employees, middle managers and senior managements (Hardy & Maguire 2010).…”

Section: Resultsmentioning

confidence: 99%

Micropolitics of Middle Managers in Influencing Centre-led Change Initiative: Case Study of a Malaysian based MNC

Abdullah

Ismail

2019

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The purpose of this article is to explore the micropolitics of middle managers in influencing the development and outcome of a centre-led change initiative. This study was empirically based on a novel context in a Malaysia based multinational company (MNC) and four of its Asian subsidiaries. This qualitative study was conducted through a multiple embedded case study approach. The findings demonstrate that middle managers have within their powers to influence the development and eventually the outcome of change. This was achieved through control of middle managers on resources such as business knowledge and networking in influencing the meaning of change itself. This article allows the authors to investigate an in-depth exploration of how subsidiary managers operate. It contributes to the change literature by expanding the knowledge about the tight coupling between power and politics of organizational sensemaking.

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“…Smith, Gonin, and Besharov (2013) suggest that future work should consider other potentially useful approaches to understanding the tensions experienced by social enterprises. And, in addition, the open strategy and the sociology of translation approach can help develop new insights (Dacin et al, 2011;Guimarães & Alves, 2014) to enrich the theory in this area, offering potential responses to the issues presented by the authors cited.…”

Section: Introductionmentioning

confidence: 99%

The Multiple Tensions of Organizational Hybridism: A Look at the Translation Perspective and Open Strategy in a Social Enterprise

Villar

Rese

Róglio

2019

RBGN

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Purpose -In this research we seek to understand how a social enterprise deals with the multiple tensions of organizational hybridism to achieve its strategic objectives.Design/methodology/approach -A qualitative single-case study was performed using longitudinal and in-depth data collection. For the analysis and interpretation of the data an abductive logic and narrative analysis were used.Findings -We concluded that the actors were involved in various openness practices for inclusion, transparency, flexibility, and horizontalization in the strategic process. We also found evidence that the practices of opening up the strategy support a translation process, thus minimizing the tensions of organizational hybridism. This translation process was redefined in the context of hybridism.Originality/value -This research showed that actor-network theory, in particular the translation perspective, is indicated for the study of social enterprises. Concerning the process of opening up the strategy, it is suggested that the process of horizontalizing relationships and flexibility is necessary in the strategic process, in addition to inclusion and transparency. Another contribution is related to the translation process in hybrid organizations, suggesting a reduction of the political imposition of roles and identities.

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Narratives and sensemaking of an organizationally-based environmental disaster

Cited by 5 publications

References 38 publications

Making Sense When It Matters Most: An Exploratory Study of LeadershipIn Extremis

Making Sense When It Matters Most: An Exploratory Study of LeadershipIn Extremis

Micropolitics of Middle Managers in Influencing Centre-led Change Initiative: Case Study of a Malaysian based MNC

The Multiple Tensions of Organizational Hybridism: A Look at the Translation Perspective and Open Strategy in a Social Enterprise

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