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Critique on the empirical Strategic Sensemaking and Organizational Performance: Linkages among Scanning, Interp - Article Example

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Article Critique Thomas. J. B., Clark, S. M. & Gioia, D. A. (1993). Strategic Sensemaking and Organization Performance: Linkages among Scanning, Interpretation, Action and Outcomes. The Academy of Management Journal, 36.2, 239-270. Introduction The authors sought to explore the ‘sensemaking’ processes of scanning, interpretation and action, and how these processes and the way they are performed is linked to the performance of different organizations…
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Article Critique on the empirical article Strategic Sensemaking and Organizational Performance: Linkages among Scanning, Interp
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"Critique on the empirical Strategic Sensemaking and Organizational Performance: Linkages among Scanning, Interp"

Download file to see previous pages Working on this assumption, the authors held that the link between how top managers select and make sense of information, and how this influences their strategic decision-making and other actions, is a valid and indeed pressing area for academic and professional concern. Research Problem It has long been established that cognition and action are closely linked, and a considerable body of work has been built up in this field. However, the authors struck out in a new direction, by linking cognition and action to performance, and thus working towards a practical application for their research, to be considered by CEOs and executives as well as researchers. In examining these issues, the authors hoped to distinguish which linkages between sensemaking processes and organizational performance demonstrated a flourishing business, and which sensemaking processes could result in the relative failure of an organization. As they put it, ‘How are key cognitive processes and the associated actions of top managers linked to organization performance?’ (p.240). ...
s obviously sought to take the lead in bridging the gap, and moving towards a situation where researchers and executives will have a reliable means of evaluating the efficacy of their own scanning and interpretation processes, and the actions they induce. Review of Literature At every stage of the introduction to this paper, and the outlining of the conceptual framework, it is clear that the authors had based their new study on a range of established assumptions, drawn from a variety of recent work. In doing so, they were able to effectively draw together strands of study from across the growing corpus of work on sensemaking processes, as a firm foundation for the new material they add to the field. The rely heavily on the work of Daft and Weick (1984) and Milliken (1990), who proposed that organizational adaption relies on three main processes- scanning, interpreting and responding – the basic assumption on which the paper presently under discussion is built (p.240). As the authors assert, ‘the basic model underlying this study can be represented as a scanning-action-performance sequence’ (p.240). However, their drawing from existing literature is by no means simplistic. They systematically work through each of the three sensemaking processes, referring to the key studies which have guided their research in this area. For example, in scanning, they were heavily influenced by Mintzberg (1973), who theorized that key decision makers usually have access to far more information than they actually need or use, and that therefore the selection of what is deemed highly relevant information is a crucial process (p.241). A more facile paper might have left the analysis of literature on scanning with this assertion, but the present authors consistently adopt an entirely ...Download file to see next pagesRead More
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