Strategic sensemaking and organizational performance: linkages among scanning, interpretation, action, and outcomes
Article Abstract:
This study investigated the strategic "sensemaking" processes of scanning, interpretation, and action and how those activities are linked to organizational performance. Using path analysis 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 these fundamental processes and organizational performance outcomes. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1993
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The past is the past - or is it? The use of retrospective accounts as indicators of past strategy
Article Abstract:
This study challenges the common assumption that retrospective accounts of business strategy are reliable and valid. Chief executives reported their firms' current strategies, and two years later, they reported their firms' strategies of two years earlier. Of these retrospective accounts, 58 percent did not agree with the previous and validated reports of past strategy. Retrospective errors appear to occur systematically and may be attributable to faulty memory or to attempts to cast past behaviors in a positive light. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1992
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