Sensemaking and sensegiving in strategic change initiation
通过对一所大型公立大学战略变革启动第一年的民族志追踪，将变革过程分为四个阶段，提出CEO在启动阶段的核心角色是意义建构与意义给予，并探讨了这些概念与其他理论领域的关系。
Abstract This paper reports an ethnographic study of the initiation of a strategic change effort in a large, public university. It develops a new framework for understanding the distinctive character of the beginning stages of strategic change by tracking the first year of the change through four phases (labeled as envisioning, signaling, re‐visioning, and energizing). This interpretive approach suggests that the CEO's primary role in instigating the strategic change process might best be understood in terms of the emergent concepts of ‘sensemaking’ and ‘sensegiving’. Relationships between these central concepts and other important theoretical domains are then drawn and implications for understanding strategic change initiation are discussed.