By Daniel Kauer, Utz Schäffer
ISBN-10: 3835006304
ISBN-13: 9783835006300
Cognitive idea: theoretical starting place of strategic sensemaking Strategic sensemaking idea adventure as an influencing issue of strategic sensemaking
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1999), p. 977, who concludes that research results of cognitive theory analyses are difficult to translate into practical advices: "[…] there have been few published attempts to rigorously evaluate the efficacy of these procedures for practical use in applied settings". See Eisenhardt and Zbaracki (1992), pp. 32. e. it will focus on the overall question about the role, which managers play in the strategic decision-making process and will not try to analyze the strategy content. 189 190 See Wood and Bandura (1989), p.
171 From a cognitive perspective, change literature especially analyzes the role managers play in actively changing the strategy and reducing resistance to this change. Researchers in this field again point to observed discrepancies between rational models of decisionmaking and observed behavior and root these differences in social, cultural, and political processes or "motivated thoughts and sociopolitical processes of strategic change"172 as HUFF, HUFF AND BARR term it. GIOIA AND THOMAS stress the importance of considering the effects of change on interpretive schemes of organization members.
Wood and Bandura (1989), p. 380. See also Schwenk (1988a), p. 53 Part C Strategic Sensemaking Theory C Strategic Sensemaking Theory 1. Strategic Sensemaking as a Multi-Level Activity 35 As already discussed in the section on economic theory, organizations can only survive through maintaining the fit between the company and its environment by actively adapting the strategies to new environmental conditions. 191 Based on the assumptions of cognitive theory, this adaptation has to be preceded by the process of sensemaking: "[…] Data mean nothing until they are used by organization participants.
The effect of managerial experiences on strategic sensemaking by Daniel Kauer, Utz Schäffer
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