Firm and industry as determinants of executive perceptions of the environment

This study examines variation in top executives' environmental perceptions within firms and within industries. More specifically, we investigate how industry and organizational membership affect top executives' perceptions of five environmental attributes. Results indicate that significant homogeneity of perceptions exists within firms and also within industries. Approximately 40 percent of the variance in individual top-level executives' perceptions of aspects of their respective organization's environment is explained by their organizational and industry membership. Implications of the findings for strategic management and organization theory and for future research are presented. © 1998 John Wiley & Sons, Ltd.     

Fit,Bias, and Enacted Sensemaking in Data Visualization: Frameworks for Continuous Development in Operations and Supply Chain Management Analytics

Data visualization has a critical role in the advancement of modern data analytics. Visualization lends assurances to data validity and completeness, as well as to the effectiveness of cleaning and aggregation tactics. It provides the means by which to explore and discover relationships otherwise hidden from default assumptions in statistical modeling. Strong visualization is also fundamental to end‐result conveyance and audience interpretation. But how can one ensure that strength? How can one avoid developing representations that are marginal in value, or worse misleading? In this paper, I will discuss theory, evidence, and practical approaches to managing data visualization development, viewing data visualization not simply as an outcome but as a continuous process and facet of organizational culture.     

Writing out praise: Air Canada employees and the 1968 CEO change

In 1968, the Air Canada CEO was an individual from outside the airline industry, when previously all CEOs had been former airline pilots for the organization. In investigating why, the union writings of Air Canada, a large Crown corporation, make no reference to this 1968 CEO change. I examine how the values, beliefs, and ideas of employees affect the development of an organization's written histories. I apply actor network theory, sensemaking, critical sensemaking, and theories of “writing out” to expose and develop the concept of the noncorporeal actant as a critical influence within a network and in the writing of histories. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.     

EQUIVOCAL INFORMATION AND ATTRIBUTION: AN INVESTIGATION OF PATTERNS OF MANAGERIAL SENSEMAKING

Organizational research has revealed ample evidence of self-serving attributional patterns in managerial sensemaking, but has not yet resolved whether actor–observer attributional effects also influence managers’ sensemaking tendencies. The primary purpose of this study was to investigate whether such actor–observer effects can be detected in managers’ interpretation of equivocal information. Results indicate that managers receiving equivocal information about the performance of an organization described as their own credited positive outcomes to organizational strengths and blamed negative outcomes on environmental threats. In contrast, managers receiving equivocal information about an organization described as managed by others associated positive outcomes with environmental opportunities and linked negative outcomes to organizational weaknesses. Both self-serving and actor–observer attributional patterns were thus detected. © 1997 by John Wiley & Sons, Ltd     

Sensemaking,Organizing, and Surpassing: A Handoff*

In this essay, I reflect on the intellectual influences that led to the genesis of the Social Psychology of Organizing and assess the way forward. I stress that the Social Psychology aspired to provide an outline of an organizational epistemology. I particularly focus on the interplay between experience and understanding, highlighting the following features: self-validating prophecy, partiality toward similarity, ambivalence between belief and doubt, and understanding as ongoing accomplishment. I conclude with a discussion of the three papers published in this Special issue.     

On the way to Ithaka[1]: Commemorating the 50th Anniversary of the Publication of Karl E. Weick’s The Social Psychology of Organizing

Karl E. Weick’s The Social Psychology of Organizing has been one of the most influential books in organization studies, providing the theoretical underpinnings of several research programs. Importantly, the book is widely credited with initiating the process turn in the field, leading to the ‘gerundizing’ of management and organization studies: the persistent effort to understand organizational phenomena as ongoing accomplishments. The emphasis of the book on organizing (rather than on organizations) and its links with sensemaking have made it the most influential treatise on organizational epistemology. In this introduction, we review Weick’s magnum opus, underline and assess its key themes, and suggest ways in which several of them may be taken forward.     

Making Sense of Ecopreneurs' Decisions to Sell Up

This article examines the phenomenon of values‐based firms being sold to larger mainstream firms. Its focus is on the sensemaking rationale offered by a New Zealand ecopreneur who sold an organic beverage company after 20 years at the helm. The company case study is presented through two enterprise development narratives based on alternative sensemaking modes. Key values‐related challenges arising in ecopreneurial business are identified, including (1) adhering to the founder's values, (2) growing the business sustainably, (3) deciding whether and when to expand ownership to cope with undercapitalization, (4) deciding who to bring in as new owners to ensure values alignment, (5) determining how and when the founder might leave and (6) ensuring the attractiveness of the sustainability values so that they might be retained. Other factors implicated in the sale of values‐based firms are also postulated. It is argued that, although ecopreneurs might be accused of selling out their principles by selling up, there is some evidence that eco‐brands are being maintained and that growth prospects could be improved after acquisition. Serial ecopreneurship may even extend social benefits. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment.