Sensemaking and sensegiving in strategic change initiation

Dennis A. Gioia, Kumar Chittipeddi

Research output: Chapter in Book/Report/Conference proceedingChapter

1 Scopus citations

Abstract

This paper reports an ethnographic study of the initiation of a strategic change effort in a large, public university. It develops a new framework for understanding the distinctive character of the beginning stages of strategic change by tracking the first year of the change through four phases (labeled as envisioning, signaling, re-visioning, and energizing). This interpretive approach suggests that the CEO’s primary role in instigating the strategic change process might best be understood in terms of the emergent concepts of ‘sensemaking’ and ‘sensegiving’. Relationships between these central concepts and other important theoretical domains are then drawn and implications for understanding strategic change initiation are discussed.

Original languageEnglish (US)
Title of host publicationStrategy as Practice
Subtitle of host publicationResearch Directions and Resources
PublisherCambridge University Press
Pages137-151
Number of pages15
ISBN (Electronic)9780511618925
ISBN (Print)0521862930, 9780521862936
DOIs
StatePublished - Jan 1 2007

All Science Journal Classification (ASJC) codes

  • Business, Management and Accounting(all)

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