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Abstract
Purpose
This paper adopts a sensemaking lens to explore the process of entrepreneurship-driven organizational transformation for sustainability.
Design/methodology/approach
Analysis 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.
Findings
The 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/value
This 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.
This paper adopts a sensemaking lens to explore the process of entrepreneurship-driven organizational transformation for sustainability.
Design/methodology/approach
Analysis 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.
Findings
The 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/value
This 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.
| Original language | English |
|---|---|
| Journal | Journal of Organizational Change Management |
| Volume | 35 |
| Issue number | 1 |
| Pages (from-to) | 240-256 |
| Number of pages | 17 |
| ISSN | 0953-4814 |
| DOIs | |
| Publication status | Published - 24.01.2022 |
Bibliographical note
Publisher Copyright:© 2021, Emerald Publishing Limited.
Research areas and keywords
- Sustainability sciences, Management & Economics
- sustainability
- transformation
- corporate entrepreneurship
- Organizational change
- sensemaking
ASJC Scopus Subject Areas
- Decision Sciences(all)
- Management of Technology and Innovation
- Strategy and Management
- Organizational Behavior and Human Resource Management
Fingerprint
Dive into the research topics of 'Entrepreneurship-driven organizational transformation for sustainability: a sensemaking lens'. Together they form a unique fingerprint.Projects
- 1 Finished
-
PoST: Processes of Sustainability Transformation (Promotionskolleg)
Barth, M. (Project manager, academic), Kater-Wettstädt, L. (Coordination), Fischer, D. (Partner), Halberstadt, J. (Partner), Schaltegger, S. (Partner), Leventon, J. (Partner), Heinrichs, H. (Partner), Lang, D. J. (Partner), Wiek, A. (Partner), Kümmerer, K. (Partner), von Wehrden, H. (Partner), Vilsmaier, U. (Partner), Rodriguez Aboytes, J. G. (Project staff), Pöggel, K. (Project staff), Hübel, C. (Project staff), Buhr, M. (Project staff), Beyers, F. (Project staff), Laudan, J. (Project staff), Albrecht, S. (Project staff), Weber, H. (Project staff), Rathgens, J. (Project staff), Keβler, L. (Project staff), Hilser, S. (Project staff) & Juarez Bourke, S. (Project staff)
08.12.16 → 31.12.21
Project: Research
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