Unconscious Processes of Organizing: Intergroup Conflict in Mental Health Care

A critical but overlooked issue in Weick’s seminal work, The Social Psychology of Organizing (1969/1979), concerns ‘the heat’ of organizing processes, namely, the underground emotional processes underpinning the organizing of conflictual work relationships. We present a qualitative case study of psychiatric agencies mandated by public policy to collaborate but instead engaged in persistent conflict despite its deleterious effects on their working relationship and on the wellbeing of the clients they intended to serve. To explain these conflictual features of organizing, we integrate Weick’s organizing theory with systems psychodynamics to deepen the understanding of emotions in organizing, specifically the motivational forces underpinning sensemaking and actions between interacting psychiatric agencies. This integration of theories reveals a critical feature of the relationship between the conscious and unconscious organizing processes: When a threat is involved, sensemaking and action are overtaken by social defences, resulting in dysfunctional organizing of the primary task. Drawing on these findings, we enrich Weick’s seminal work by developing a model that portrays organizing as the ritualized interaction of emotions, sensemaking and behavioural responses.     

Variations in entrepreneurship

This article is written in the style of a “bildungsroman,” a fictional autobiographical “coming of age story” about the author’s experiences of his beginning to recognize the: great diversity of entrepreneurs, many types of startup firms, multiple ways entrepreneurs go about starting firms, and innumerable situations in which entrepreneurial activity takes place. In this remembrance of things past, the author realizes: the phenomenological underpinnings of his understanding of entrepreneurship, his belief in the primacy of facts as the arbiter of theory, that his theory predisposed him to look only for certain kinds of facts and ignore others which then makes theory paradoxically the arbiter of the facts found, and, finally, that knowledge is hard won and wisdom elusive. “Nothing is more uncertain, more contradictory, more unsatisfactory than the evidence of facts”—William Godwin     

Building new roads for entrepreneurship research to travel by: on the work of William B. Gartner

This article takes the awarding of William B. Gartner as a winner of the FSF-Nutek Award (in 2005) as a reason to engage more thoroughly with his production. From the perspective of a European School of Entrepreneurship, we focus in particular on the hermeneutic/phenomenological side of Gartner’s research output and seek to operate as inspired readers of this work as we identify its central tendencies (presence of organization theory and literary inspiration). The aim is thus to situate Gartner’s influence on the entrepreneurship research community based on the lead provided by these tendencies and from there to provide a vision of a future of entrepreneurship research. Bengt Johannisson was a member of the Prize Committee for The International Award for Entrepreneurship and Small Business Research when the prize was awarded to William B. Gartner. The prize is awarded by the Swedish Foundation for Small Business Research (FSF) and the Swedish Board of Industrial and Technical Development (NUTEK). An important aim with this prize is to attract broader attention to this research field. A precondition for choosing the winner of the award is that his/her research is a significant contribution to the theory and empirical understanding of entrepreneurship and the importance of entrepreneurship, new firm formation and small businesses in economic development. Besides the honor, the prize consists of SEK 0.5 million. It has been awarded annually since 1996. More information about the prize and previous winners is available at .     

Of Organizing and Sensemaking: From Action to Meaning and Back Again in a Half-Century of Weick’s Theorizing

The themes of organizing and sensemaking have reverberated throughout Weick’s remarkable career and constitute one of the hallmarks of his contribution. We review his major works and show how Weick differentially emphasizes organizing and sensemaking over time and, eventually, arrives at a fuller integration of meaning and action. Initially, Weick (1969; 1979) models their relationship as linear, focusing on how organizing functioned as a context for sensemaking, an approach we label Sensemaking in Organizing. Later, however, Weick (1995a; 2005) construes their relationship in more dynamic, interactive, and reciprocal cycles, modelling sensemaking as the process whereby organizing is achieved, an approach we label Sensemaking as Organizing. We explore the evolution and implications of these approaches and discuss their impact on management scholarship. Finally, we draw out potential future research directions at the interface of organizing and sensemaking.