Strategic sensemaking and organizational performance: linkages among scanning, interpretation, action, and outcomes.

J. B. Thomas; S. M. Clark; D. A. Gioia

doi:10.2307/256522

Strategic sensemaking and organizational performance: linkages among scanning, interpretation, action, and outcomes.

J. B. Thomas, S. M. Clark, D. A. Gioia

Research output: Contribution to journal › Review article › peer-review

1003 Scopus citations

Abstract

This study investigated the strategic "sensemaking" processes of scanning, interpretation, and action and how those activities are linked to organizational performance. Using path analyses on data from 156 hospitals, we tested the direct and indirect effects among these sensemaking processes and performance outcomes and developed a model of their relationships. In a more general sense, the research represents an attempt to provide insight not only into relationships between cognition and action, but also into the links between those fundamental processes and organizational performance outcomes.

Original language	English (US)
Pages (from-to)	239-270
Number of pages	32
Journal	Academy of Management journal. Academy of Management
Volume	36
Issue number	2
DOIs	https://doi.org/10.2307/256522
State	Published - Apr 1993

All Science Journal Classification (ASJC) codes

Business and International Management
General Business, Management and Accounting
Strategy and Management
Management of Technology and Innovation

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Strategic sensemaking and organizational performance: linkages among scanning, interpretation, action, and outcomes.

Abstract

All Science Journal Classification (ASJC) codes

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