Organizational Restructuring and Middle Manager Sensemaking

Balogun, Julia; Johnson, Gerry

doi:10.5465/20159600

Cited by 394 publications

(663 citation statements)

References 50 publications

Supporting

Mentioning

611

Contrasting

Unclassified

Order By: Relevance

“…The source of new beliefs may be either exogenous or endogenous to an individual (Alvarez et al ., ). New beliefs are derived exogenously when individuals perceive unexpected environmental conditions and encounter either uncertainty or a departure from what they expected, which reveals either gaps in their knowledge or incorrect expectations (Balogun and Johnson, ). In contrast, imagination and creativity serve as endogenous means through which individuals originate and form new beliefs (Felin and Zenger, ).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Toward An Integration of the Behavioral and Cognitive Influences on the Entrepreneurship Process

Pryor

Webb

Ireland

et al. 2015

Strategic Entrepreneurship

View full text Add to dashboard Cite

Research summary: Entrepreneurs develop innovations, fulfill customer needs, and spur economic growth by recognizing, evaluating, and exploiting opportunities. Despite progress, scholarly understanding of how entrepreneurs achieve these objectives may be incomplete. For instance, little explanation exists for why entrepreneurs may pursue activities seemingly at random, nor is there a clear endpoint to the entrepreneurship process. To address these concerns, we present a framework that integrates sensemaking and structuration perspectives to specify the cognitive and behavioral influences on the entrepreneurship process. Within this framework, entrepreneurs ultimately pursue opportunities through developing and deploying capabilities to create value for customers.Managerial summary: While entrepreneurs' initial insights regarding innovations and customer needs are important, these insights are only the beginning of an interactive, iterative path that ends with the formation of an organization that can reliably produce value for customers. One of entrepreneurs' most important tools along this path is their set of scripts. Scripts help define how entrepreneurs act and interact so they can fully understand market needs and develop the means for solving these needs. In this paper, our objective is to describe how these scripts help entrepreneurs do the hard work of thinking and acting to effectively create new venture capabilities and to explain how entrepreneurs, who may possess similar sets of scripts, may nevertheless conceptualize different opportunities and solutions. Strat. Entrepreneurship J., : 21-42 (2016) 10 1 As process-based perspectives, both sensemaking and structuration discuss individuals' activities. As noted, although both perspectives recognize the importance of cognitive and behavioral activities, sensemaking predominately emphasizes cognitive activities and structuration predominately emphasizes behavioral activities. For the sake of clarity, we discuss sensemaking 'activities' and structuration 'behaviors.'C. Pryor et al.

show abstract

Section: Theoretical Frameworkmentioning

confidence: 99%

Toward An Integration of the Behavioral and Cognitive Influences on the Entrepreneurship Process

Pryor

Webb

Ireland

et al. 2015

Strategic Entrepreneurship

View full text Add to dashboard Cite

show abstract

“…CMS captures these important management‐related attributes. At its essence, CMS embodies managerial sensegiving practices that facilitate employee sensemaking (Balogun, ; Balogun & Johnson, ), foster positive exchange relationships between employees and the organization, and thereby serve to reduce employees' change‐related uncertainty and facilitate support.…”

mentioning

confidence: 99%

Predictors and processes related to employees’ change‐related compliance and championing

Fugate

Soenen

2017

Personnel Psychology

View full text Add to dashboard Cite

This field study of a merger examines the antecedent factors and processes that explain two different forms of employee support for change-compliance and championing. Our overarching goal is to understand why some employees comply and others champion change efforts. We examine the combined effects of context and person factors on both positive and negative employee reactions to change, and then investigate the differential effects of these reactions on employee support for change. Results support our hypotheses and show that change management support (context factor) negatively predicts threat appraisals and positively predicts challenge appraisals. Both compliance and championing are positively predicted by challenge appraisals, and threat appraisals are negatively related to championing. Analyses also reveal that the positive relationship between change management support and challenge appraisal is stronger when dispositional resistance to change (person factor) is high. Moderated-mediation analyses suggest employees' compliance and championing for change are differentially affected by management actions, their own dispositional resistance, and that these effects are mediated through positive and negative appraisals.

show abstract

“…Therefore, the usefulness of the scenario technique as a strategy tool cannot only be measured in terms of organizational performance but also the degree to which actors may achieve their personal goals [77]. In that sense, not only the strategy process [11,45,83,99,108,109,116,133] or strategic discourses [10,65] in general are political processes, but also the scenario development and communication process in particular.…”

Section: Hidden Handling Affordancesmentioning

confidence: 99%

“…By whom a strategy tool is used makes a difference [78]. For example, different outcomes from applying a specific strategy tool were observed depending on whether practitioners were top or middle managers [11,52], internal employees, or external strategy consultants [101,104]. Additionally, departmental membership and, therefore, functional focus played a crucial role [60].…”

Section: Selection Of Scenario Process Participantsmentioning

confidence: 99%

“…Therefore, managers participating in the scenario-planning process have the power to directly influence the scenario development-and, therefore, the whole strategy process. They can control the way the tool is used, and which outcomes are and are not produced [11,99,133]. Apart from this exertion of power, also their power base can be strengthened by demonstrating their competence and fostering their reputation in the organization [77,103].…”

Section: Execution Of Scenario Developmentmentioning

confidence: 99%

See 1 more Smart Citation

Scenarios in the strategy process: a framework of affordances and constraints

Tiberius

2019

Eur J Futures Res

View full text Add to dashboard Cite

This paper challenges the solely rational view of the scenario technique as a strategy and foresight tool designed to cope with uncertainty by considering multiple possible future states. The paper employs an affordance-based view that allows for the identification and structuring of hidden, emergent attributes of the scenario technique beyond the intended ones. The suggested framework distinguishes between affordances (1) that are intended by the organization and relate to its goals, (2) that emergently generate organizational benefits, and (3) that do not relate to organizational but individual interests. Also, constraints in the use of scenarios are discussed. Affordance theory's specific lens shows that the emergence of such attributes depends on the users' specific intentions.

show abstract

Organizational Restructuring and Middle Manager Sensemaking

Cited by 394 publications

References 50 publications

Toward An Integration of the Behavioral and Cognitive Influences on the Entrepreneurship Process

Toward An Integration of the Behavioral and Cognitive Influences on the Entrepreneurship Process

Predictors and processes related to employees’ change‐related compliance and championing

Scenarios in the strategy process: a framework of affordances and constraints

Contact Info

Product

Resources

About