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Adapting to Unfamiliar Environmental Events: A Look at the Evolution of Interpretation and Its Role in Strategic Change
16 references·16 citing·36 second hopsampled
Adapting to Unfamiliar Environmental Events: A Look at the Evolution of Interpretation and Its Role in Strategic Change (1998)Adapting to Unfamiliar Environmental Even…Contemporary Strategy Analysis (1998)Contemporary Strategy AnalysisSensemaking in Organizations (1996)Sensemaking in OrganizationsOrganizational culture and leadership (1993)Organizational culture and le…The new institutionalism in organizational analysis (1992)The new institutionalism in o…Sensemaking and sensegiving in strategic change initiation (1991)Sensemaking and sensegiving i…KEEPING AN EYE ON THE MIRROR: IMAGE AND IDENTITY IN ORGANIZATIONAL ADAPTATION. (1991)KEEPING AN EYE ON THE MIRROR:…Longitudinal Field Research on Change: Theory and Practice (1990)Longitudinal Field Research o…MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS. (1989)MAKING FAST STRATEGIC DECISIO…Three Types of Perceived Uncertainty About the Environment: State, Effect, and Response Uncertainty (1987)Three Types of Perceived Unce…Organizational Learning (1985)Organizational LearningUpper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organizat…Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organizat…Toward a Model of Organizations as Interpretation Systems (1984)Toward a Model of Organizatio…Structural Inertia and Organizational Change (1984)Structural Inertia and Organi…Threat Rigidity Effects in Organizational Behavior: A Multilevel Analysis (1981)Threat Rigidity Effects in Or…Patterns in Strategy Formation (1978)Patterns in Strategy FormationOrganizational Adaptation (2020)Organizational AdaptationThe growth of the firm: An attention‐based view (2017)The growth of the firm: An at…Stages of Supply Chain Disruption Response: Direct, Constraining, and Mediating Factors for Impact Mitigation (2016)Stages of Supply Chain Disrup…Reducing Complexity by Creating Complexity: A Systems Theory Perspective on How Organizations Respond to Their Environments (2016)Reducing Complexity by Creati…Top Management’s Attention to Discontinuous Technological Change: Corporate Venture Capital as an Alert Mechanism (2012)Top Management’s Attention to…The effects of climate policy on the rate and direction of innovation: A survey of the EU ETS and the electricity sector (2012)The effects of climate policy…Considering Planned Change Anew: Stretching Large Group Interventions Strategically, Emotionally, and Meaningfully (2011)Considering Planned Change An…The influence of executive cognition on competitive dynamics (2010)The influence of executive co…Experiencing Rare and Unusual Events Richly: The Role of Middle Managers in Animating and Guiding Organizational Interpretation (2009)Experiencing Rare and Unusual…Developing the organization's sensemaking capability: Precursor to an adaptive strategic marketing response (2006)Developing the organization's…A Technological Frames Perspective on Information Technology and Organizational Change (2006)A Technological Frames Perspe…The Integration Journey: An Attention-Based View of the Merger and Acquisition Integration Process (2005)The Integration Journey: An A…Identifying Situated Cognition in Organizations (2005)Identifying Situated Cognitio…Managerial decision-making under crisis: The role of emotion in an intuitive decision process (2004)Managerial decision-making un…Technology Frames and Framing: A Socio-Cognitive Investigation of Requirements Determination1 (2002)Technology Frames and Framing…Is Extraordinary Growth Profitable? A Study of Inc. 500 High–Growth Companies (2002)Is Extraordinary Growth Profi…Handbook of Industrial and Organizational Psychology. (1977)Organizational Information Requirements, Media Richness and Structural Design (1986)Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation (1991)Organizational Learning: A Theory of Action Perspective (1997)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)External Control of Organizations: Resource Dependence Perspective (2011)The Structure of Scientific Revolutions (1963)The Social Construction of Reality (1967)Strategies for Theorizing from Process Data (1999)Seeking Qualitative Rigor in Inductive Research (2012)The Discovery of Grounded Theory (2017)The social psychology of organizing (1969)The Social Psychology of Organizations. (1979)Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)Market Orientation: Antecedents and Consequences (1993)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)American Economic Review (2019)The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)Case Study Research: Design and Methods (1984)The Reflective Practitioner: How Professionals Think in Action (1985)Interpretive case studies in IS research: nature and method (1995)Grounded Theory in Management Research (2003)The Discovery of Grounded Theory; Strategies for Qualitative Research (1968)Dynamic capabilities: what are they? (2000)Theory Building From Cases: Opportunities And Challenges (2007)The myopia of learning (1993)Managing Legitimacy: Strategic and Institutional Approaches (1995)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Deliberate Learning and the Evolution of Dynamic Capabilities (2002)Organizing and the Process of Sensemaking (2005)Defining the Family Business by Behavior (1999)A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature (2009)The Commitment-Trust Theory of Relationship Marketing (1994)Varieties of Capitalism (2001)Misery Loves Companies: Rethinking Social Initiatives by Business (2003)
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References

  • 1993Organizational culture and leadership16,462 cited
  • 1996Sensemaking in Organizations15,614 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers10,217 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers9,088 cited
  • 1984Structural Inertia and Organizational Change7,243 cited
  • 1992The new institutionalism in organizational analysis5,470 cited
  • 1984Toward a Model of Organizations as Interpretation Systems5,019 cited
  • 1990Longitudinal Field Research on Change: Theory and Practice4,219 cited
  • 1991Sensemaking and sensegiving in strategic change initiation3,887 cited
  • 1989MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS.3,816 cited
  • 1981Threat Rigidity Effects in Organizational Behavior: A Multilevel Analysis3,637 cited
  • 1978Patterns in Strategy Formation3,533 cited
  • 1985Organizational Learning3,387 cited
  • 1991KEEPING AN EYE ON THE MIRROR: IMAGE AND IDENTITY IN ORGANIZATIONAL ADAPTATION.2,929 cited
  • 1998Contemporary Strategy Analysis2,860 cited
  • 1987Three Types of Perceived Uncertainty About the Environment: State, Effect, and Response Uncertainty

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2,649 cited

Cited by

  • 2002Technology Frames and Framing: A Socio-Cognitive Investigation of Requirements Determination1369 cited
  • 2017The growth of the firm: An attention‐based view292 cited
  • 2004Managerial decision-making under crisis: The role of emotion in an intuitive decision process284 cited
  • 2020Organizational Adaptation263 cited
  • 2002Is Extraordinary Growth Profitable? A Study of Inc. 500 High–Growth Companies260 cited
  • 2006A Technological Frames Perspective on Information Technology and Organizational Change245 cited
  • 2005Identifying Situated Cognition in Organizations236 cited
  • 2012Top Management’s Attention to Discontinuous Technological Change: Corporate Venture Capital as an Alert Mechanism231 cited
  • 2010The influence of executive cognition on competitive dynamics231 cited
  • 2016Reducing Complexity by Creating Complexity: A Systems Theory Perspective on How Organizations Respond to Their Environments227 cited
  • 2016Stages of Supply Chain Disruption Response: Direct, Constraining, and Mediating Factors for Impact Mitigation210 cited
  • 2009Experiencing Rare and Unusual Events Richly: The Role of Middle Managers in Animating and Guiding Organizational Interpretation205 cited
  • 2012The effects of climate policy on the rate and direction of innovation: A survey of the EU ETS and the electricity sector195 cited
  • 2005The Integration Journey: An Attention-Based View of the Merger and Acquisition Integration Process187 cited
  • 2011Considering Planned Change Anew: Stretching Large Group Interventions Strategically, Emotionally, and Meaningfully154 cited
  • 2006Developing the organization's sensemaking capability: Precursor to an adaptive strategic marketing response151 cited