2012
DOI: 10.1177/0018726711424321
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From hero to villain to hero: Making experience sensible through embodied narrative sensemaking

Abstract: This article aims to make a contribution to the literature by addressing an undertheorized aspect of sensemaking: its embodied narrative nature. We do so by integrating a hermeneutic phenomenological perspective of narrative and storytelling with a documentary case taken from a filmed tour of a sports team to illustrate the process of sensemaking around a specific event. We argue that we make our lives, ourselves and our experience 'sensible' in embodied interpretations and interactions with others. We suggest… Show more

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Cited by 327 publications
(440 citation statements)
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References 84 publications
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“…According to Ricoeur (cited in Cunliffe & Coupland, 2012;Tan, Wilson, & Olver, 2009), appropriation is the stage where employees establish brand associations based on the co-created brand meaning, and develop their brand engagement. When they accept the co-created brand meaning as the brand reality, they fulfill their reader role.…”
Section: Appropriationmentioning
confidence: 99%
“…According to Ricoeur (cited in Cunliffe & Coupland, 2012;Tan, Wilson, & Olver, 2009), appropriation is the stage where employees establish brand associations based on the co-created brand meaning, and develop their brand engagement. When they accept the co-created brand meaning as the brand reality, they fulfill their reader role.…”
Section: Appropriationmentioning
confidence: 99%
“…Without delving into the controversy, our data suggest that personas are popular (see Pruitt and Adlin 2006) and reflect a deep-seated affinity for stories and characters to help executives make sense of the world. Like brand mascots or even organizational leaders (Cunliffe and Coupland 2012), personas become part of an organization's folklore.…”
Section: / Journal Of Marketing July 2013mentioning
confidence: 99%
“…Organisational sensemaking is primarily about the creation of plausible narratives for understanding ambiguous situations ( [1][2][3][4], A central tenant of sensemaking are the scripts [5] people use as part of their practices to justify the roles, expectations and decisions they make under ambiguous organizational situations. [6], demonstrates how often these decisions are made as part of a narrative that underpins the 'story' of a particular situation.…”
Section: Introductionmentioning
confidence: 99%
“…[6], demonstrates how often these decisions are made as part of a narrative that underpins the 'story' of a particular situation. This perspective is drawn from the narrative-as-sensemaking perspective that has emerged over the past decade [1,7,8]). A central assumption is that leaders use narratives to guide actions, decision making and problem solving [9] This is built on the idea that narratives give structure to problems and in turn guide heuristics for decision making under uncertainty [10,11].…”
Section: Introductionmentioning
confidence: 99%