Entrepreneurship-driven organizational transformation for sustainability: a sensemaking lens
Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet
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in: Journal of Organizational Change Management, Jahrgang 35, Nr. 1, 24.01.2022, S. 240-256.
Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet
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TY - JOUR
T1 - Entrepreneurship-driven organizational transformation for sustainability
T2 - a sensemaking lens
AU - Hübel, Charlott
N1 - Publisher Copyright: © 2021, Emerald Publishing Limited.
PY - 2022/1/24
Y1 - 2022/1/24
N2 - PurposeThis paper adopts a sensemaking lens to explore the process of entrepreneurship-driven organizational transformation for sustainability.Design/methodology/approachAnalysis is based on an in-depth case study of a large European meat company. Sensemaking by top and middle managers is analyzed over the period of 18 months.FindingsThe findings show how, over time, bidirectional sensemaking, that is, sensemaking for and of sustainability-oriented entrepreneurship, directed and accelerated organizational transformation for sustainability. The case company transformed with regard to organizational strategy, structure, operations and identity. The process revealed temporally different involvement of top and middle managers in sensemaking.Originality/valueThis paper offers unique insights into fast and emergent sustainability-oriented change in an established organization within a highly topical context. The results highlight how continuous and increasingly shared sensemaking can help top and middle managers navigate organizational change for sustainability in dynamic environments over time.
AB - PurposeThis paper adopts a sensemaking lens to explore the process of entrepreneurship-driven organizational transformation for sustainability.Design/methodology/approachAnalysis is based on an in-depth case study of a large European meat company. Sensemaking by top and middle managers is analyzed over the period of 18 months.FindingsThe findings show how, over time, bidirectional sensemaking, that is, sensemaking for and of sustainability-oriented entrepreneurship, directed and accelerated organizational transformation for sustainability. The case company transformed with regard to organizational strategy, structure, operations and identity. The process revealed temporally different involvement of top and middle managers in sensemaking.Originality/valueThis paper offers unique insights into fast and emergent sustainability-oriented change in an established organization within a highly topical context. The results highlight how continuous and increasingly shared sensemaking can help top and middle managers navigate organizational change for sustainability in dynamic environments over time.
KW - Sustainability sciences, Management & Economics
KW - Sustainability
KW - Transformation
KW - corporate entrepreneurship
KW - Organizational change
KW - sustainability
KW - transformation
KW - corporate entrepreneurship
KW - Organizational change
KW - sensemaking
UR - http://www.scopus.com/inward/record.url?scp=85122321780&partnerID=8YFLogxK
UR - https://www.mendeley.com/catalogue/bc35bb72-5790-3319-80fe-c06ae83a23da/
U2 - 10.1108/JOCM-03-2021-0067
DO - 10.1108/JOCM-03-2021-0067
M3 - Journal articles
VL - 35
SP - 240
EP - 256
JO - Journal of Organizational Change Management
JF - Journal of Organizational Change Management
SN - 0953-4814
IS - 1
ER -