Porovnat metody

	Organizational Identification Scale	Sensemaking Analysis
Obor	Organizační chování	Organizační chování
Rodina	Latent structure	Process / pipeline
Rok vzniku	1992	1995
Tvůrce	Fred Mael & Blake E. Ashforth	Karl E. Weick; Sally Maitlis
Typ	Unidimensional latent-construct measurement model	Qualitative analysis of meaning-construction in organizations
Původní zdroj	Mael, F., & Ashforth, B. E. (1992). Alumni and their alma mater: A partial test of the reformulated model of organizational identification. Journal of Organizational Behavior, 13(2), 103-123.	Weick, K. E. (1995). Sensemaking in Organizations. Sage Publications (Foundations for Organizational Science). ISBN: 9780803971776
Další názvy	Mael and Ashforth Identification Scale, OID Scale, Organizational Identification Questionnaire, Social-Identity Organizational Identification Measure	Organizational Sensemaking, Weickian Sensemaking, Sensemaking and Sensegiving Analysis, Enactment Analysis
Příbuzné	3	3
Shrnutí	The Organizational Identification Scale is Mael and Ashforth's widely used measure of the extent to which people define themselves in terms of their organizational membership. It rests on the social-identity reformulation of identification that Ashforth and Mael advanced in their 1989 Academy of Management Review article, which defined organizational identification as a perceived oneness with an organization and the experience of its successes and failures as one's own. Their 1992 Journal of Organizational Behavior study, using alumni of a college, introduced and validated a concise self-report scale and tested a model of its antecedents and consequences. The scale treats identification as a self-definitional, cognitive construct distinct from organizational commitment, which is more attitudinal and exchange-based. Validated as essentially unidimensional, the instrument links organizational antecedents such as distinctiveness and prestige to outcomes such as support and advocacy. It became the standard measure of organizational identification in the field.	Sensemaking analysis studies how people in organizations turn confusing, ambiguous circumstances into accounts they can understand and act on. Karl Weick's 1995 book Sensemaking in Organizations defined the construct and its properties — sensemaking is grounded in identity, retrospective, enactive of the environments people then face, social, ongoing, focused on extracted cues, and driven by plausibility rather than accuracy. Weick, Sutcliffe, and Obstfeld's 2005 Organization Science article took stock of the concept, emphasizing that sensemaking is the activity through which organizing itself happens: people notice and bracket cues, label and categorize them, and act in ways that further shape the situation. Sally Maitlis's 2005 study added the social and political dimension, showing how leaders and stakeholders engage in sensegiving to influence others' interpretations, producing distinct forms of organizational sensemaking. As an analytic approach it is qualitative and interpretive, tracing meaning-construction through talk, narrative, and action.