Comparar métodos

	Sensemaking Analysis	Process Research in Organizations
Área	Comportamento organizacional	Comportamento organizacional
Família	Process / pipeline	Process / pipeline
Ano de origem	1995	1999
Autor original	Karl E. Weick; Sally Maitlis	Ann Langley; Andrew Van de Ven & Marshall Scott Poole
Tipo	Qualitative analysis of meaning-construction in organizations	Qualitative pipeline for theorizing temporal change from process data
Fonte seminal	Weick, K. E. (1995). Sensemaking in Organizations. Sage Publications (Foundations for Organizational Science). ISBN: 9780803971776	Langley, A. (1999). Strategies for theorizing from process data. Academy of Management Review, 24(4), 691-710.
Outros nomes	Organizational Sensemaking, Weickian Sensemaking, Sensemaking and Sensegiving Analysis, Enactment Analysis	Process Studies, Process Organization Studies, Theorizing from Process Data, Temporal Process Research
Relacionados	3	3
Resumo	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.	Process research in organizations studies how and why things emerge, develop, grow, and terminate over time, treating change as a flow of events rather than a relationship between static variables. Ann Langley's 1999 Academy of Management Review article gave the field a toolkit, laying out seven generic strategies for theorizing from messy, longitudinal process data and weighing their strengths against the goals of accurate, parsimonious, and general theory. Van de Ven and Poole's 1995 article supplied a complementary conceptual map, identifying four basic motors of organizational change — life-cycle, teleology, dialectic, and evolution — that underlie how development unfolds. Langley, Smallman, Tsoukas, and Van de Ven's 2013 editorial consolidated the maturing field of process studies, foregrounding temporality, activity, and flow and clarifying the ontological commitments that distinguish process research from variance research. Together these works define a distinct mode of inquiry centered on sequence, timing, and unfolding.