Article1990

EVOLVING INTERPRETATIONS AS A CHANGE UNFOLDS: HOW MANAGERS CONSTRUE KEY ORGANIZATIONAL EVENTS.

1,167 citations0/0 files storedAcademy of Management Journal

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Organizational Change and Leadership Management and Organizational Studies Organizational Management and Change

Abstract

The purpose of this research was to develop a model of how managers construe organizational events as a change unfolds. The model, built from in-depth interviews with 40 managers, suggests that int...

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References

1968The Discovery of Grounded Theory; Strategies for Qualitative Research 1967The Social Construction of Reality 1973Steps to an Ecology of Mind 1983Sociological Paradigms and Organizational Analysis.1984Toward a Model of Organizations as Interpretation Systems 1978The External Control of Organizations.1983Human Inference: Strategies and Shortcomings of Social Judgment.1980Surprise and Sense Making: What Newcomers Experience in Entering Unfamiliar Organizational Settings

Cited by

1999Strategies for Theorizing from Process Data 2006From the Editors: What Grounded Theory is Not 2003Grounded Theory in Management Research 1994Technological frames 1994Team Mental Model: Construct or Metaphor?2004Qualitative Research and the Academy of Management Journal 1993CASE Tools as Organizational Change: Investigating Incremental and Radical Changes in Systems Development 2004ORGANIZATIONAL RESTRUCTURING AND MIDDLE MANAGER SENSEMAKING.

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