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dc.contributor.authorFilstad, Cathrine
dc.date.accessioned2014-05-23T08:59:50Z
dc.date.available2014-05-23T08:59:50Z
dc.date.issued2014
dc.identifier.citationJournal of Workplace Learning, 26(2014)1: 3-21nb_NO
dc.identifier.issn1758-7859
dc.identifier.urihttp://hdl.handle.net/11250/195368
dc.descriptionThis is the author’s final, accepted and refereed manuscript to the article.nb_NO
dc.description.abstractPurpose – The aim of this paper is to investigate how political activities and processes influence sensemaking and sensegiving among top management, middle management and employees and to examine its consequences for implementing new knowledge. Methodology – Data were collected in a Norwegian bank using in-depth interviews with middle managers and financial advisers. Observations of meetings, informal conversations and verbatim notes were also used in data collection among top managers. A practice-based approach was used as an analytical lens. Findings – Top managers’ political activities of excluding others from the decision process affects their sensemaking and resulted in sensegiving contradictions between spoken intent and how to change practice. Middle managers’ political activities were to accept top managers’ sensegiving instead of managing themselves in their own sensemaking to help financial advisers with how to change their role and practice. As a result, middle managers’ sensemaking affects their engagement in sensegiving. For financial advisers, the political processes of top and middle managers resulted in resistance and not making sense of how to change and implement new knowledge. Originality – No studies to our knowledge identify the three-way conceptual relationship between political activities, sensemaking and sensegiving. In addition, we believe that the originality lies in investigating these relationships using a three-level hierarchy of top management, middle management and employees. Research limitations – A total of 30 in-depth interviews, observations of five meetings and informal conversations might call for further studies. In addition, a Norwegian study does not account for other countries’ cultural differences concerning leadership style, openness in decisions and employee autonomy.nb_NO
dc.language.isoengnb_NO
dc.publisherEmeraldnb_NO
dc.subjectpolitical activitiesnb_NO
dc.subjectsensemakingnb_NO
dc.subjectsensegivingnb_NO
dc.subjectmiddle managersnb_NO
dc.titleThe politics of sensemaking and sensegiving at worknb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.source.pagenumber3-21nb_NO
dc.source.volume26nb_NO
dc.source.journalJournal of Workplace Learningnb_NO
dc.source.issue1nb_NO
dc.identifier.doi10.1108/JWL-03-2012-0016
dc.description.localcode1, Forfatterversjon


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