![]() ![]() Through a diary study of middle managers engaging in strategic change, we investigate their real-time, lived sensemaking praxis. We draw on Eisenhardt and Sull's ‘simple rules’ whereby complex strategy praxis is reduced to a highly translatable, small number of key rules (2001). ![]() However, HR's role in developing sensemaking praxis in organisations is not widely researched to date. As change in organisations today is less of a programme and more of a continuous cycle of business transformation, there has been a shift in focus to its underpinning, cognitive process of sensemaking. This paper explores how sensemaking theory offers a new perspective on HR's role during strategic change.
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