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Unintended Outcomes of Leadership Se...

Spencer, Maria T.

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Unintended Outcomes of Leadership Sensemaking in a Continuously Reconfigured Business Model Change Initiative.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Unintended Outcomes of Leadership Sensemaking in a Continuously Reconfigured Business Model Change Initiative./
Author:	Spencer, Maria T.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2017,
Description:	167 p.
Notes:	Source: Dissertation Abstracts International, Volume: 79-04(E), Section: A.
Contained By:	Dissertation Abstracts International79-04A(E).
Subject:	Organization theory. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10666624
ISBN:	9780355331660

Unintended Outcomes of Leadership Sensemaking in a Continuously Reconfigured Business Model Change Initiative.
Spencer, Maria T.

Unintended Outcomes of Leadership Sensemaking in a Continuously Reconfigured Business Model Change Initiative. - Ann Arbor : ProQuest Dissertations & Theses, 2017 - 167 p.

Source: Dissertation Abstracts International, Volume: 79-04(E), Section: A.

Thesis (Ph.D.)--The Pennsylvania State University, 2017.

The purpose of this study was to explore the ambiguity created by the continuous reconfiguration of a business model change initiative, the sensemaking perspective (Weick 1995, 2005) of organizational leaders in response to that ambiguity, and any unintended outcomes resulting from those sensemaking activities. To accomplish these research objectives, a single case study was conducted with a small technology firm during a period of intense and continuous reconfiguration of its business model in response to market feedback collected from a series of industry trade shows. Data collection included interview data, office documents related to the change effort, biweekly information requests, and public communications including website descriptions and press releases. The data yielded descriptions of ambiguity created by the continuous reconfiguration of the business model change effort, of the sensemaking activities undertake by leadership in the face of ambiguity, and of the unintended change outcomes traceable to the leaders' senesemaking. The data contributed to the researcher's findings that the continuous reconfiguration of the organizational change effort did contribute to ambiguity, and that ambiguity did have an effect on the implementation of the change, prompting some unintended outcomes. These findings are relevant to business model change literature that recommends continuous reconfiguration to deal with rapidly changing markets, and will be useful to workforce education and development researchers and practitioners in broadening their understanding of organization change in relevant contexts.

ISBN: 9780355331660Subjects--Topical Terms:

2122787
Organization theory.

Unintended Outcomes of Leadership Sensemaking in a Continuously Reconfigured Business Model Change Initiative.
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