Equivocal information and attribution: an investigation of patterns of managerial sensemaking

Article Abstract:

A review of literature on organizational research demonstrates the existence of different self-serving attributional patterns in managerial sensemaking but fails to provide evidence of actor-observer attributional effects in managerial sensemaking. A study filling this gap in research aimed to determine actor-observer effects in managerial interpretation of equivocal information about organizational performance. It involved 102 participants in an executive MBA program. Findings revealed that managers who got equivocal information about their own organization traced positive results to organizational strengths and blamed environmental threats for negative outcomes. On the other hand, managers who received equivocal information about an organization managed by others ascribed positive outcomes to environmental opportunities and negative outcomes to organizational weaknesses.

Research, Beliefs, opinions and attitudes, Executives, Organizational effectiveness

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Sensemaking and sensegiving in strategic change initiation

Article Abstract:

Strategic organizational change involves adapting to environmental developments by altering the cognition and behavior of organization members. Chief executive officers (CEOs) of organizations bear much of the responsibility in effecting these changes. Working towards understanding the nature of the organizational change (sensemaking) and facilitating the understanding of the same by others (sensegiving) are top management activities. This paper investigates the start of strategic change efforts, and the roles the CEO and the rest of the management team played in them, in a large, public, multiple-campus university.

Management, Chief executive officers, Organizational change, College administration, Natural disasters

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Engaging the inventor: Exploring licensing strategies for University inventions and the role of latent knowledge

Article Abstract:

The hypothesis that licensing strategies that directly engage the inventor increase the likelihood and degree of commercialization success is examined. Many inventors believe that licensing firms shows great insights than their size and relevant markets, including desired aspects of end product and consumer approval for payment.

Colleges & Universities, Colleges, Universities, and Professional Schools, Regulation, Licensing, and Inspection of Miscellaneous Commercial Sectors, Licensing & Standards-Personnel, Evaluation, Technology application, Licenses, Technology transfer, Licencing

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