The DOI matches its Crossref record; 8 of the 8 references it cites were found in a registry or an index.
On the Receiving End: Sensemaking, Emotion, and Assessments of an Organizational Change Initiated by Others
Abstract
This study focuses on the interpretations and experiences of change recipients, those who carry out organizational interventions initiated by others. Based on the ways nurses experienced a shared governance initiative implemented in their hospital, the authors investigated change recipients’ sensemaking about organizational change through their ascribed meanings, emotional responses, and perceptions of its impacts on them. Survey data demonstrated how nurses subjectively assessed their gains and losses from the change initiative. Participation in the initiative increased the experience of gains, as did membership in a unit where change was implemented more fully. Textual analysis of open-ended responses to the survey indicated that gains were linked with interpretations of the change initiative and pleasant feelings and that there was considerable emotional contagion within work units. Such effects are particularly likely in employee empowerment initiatives as experiences are linked to interpretation and mood among change recipients.
Overview
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
The self-check needs the paper’s full text.
Citations
Cites
A Theory of Cognitive Dissonance
Festinger, L. (1957) · doi:10.1515/9781503620766 · Cited by 24,241
Russell, J. A. (1980) · Journal of Personality and Social Psychology · doi:10.1037/h0077714 · Cited by 16,334
Core affect and the psychological construction of emotion.
Russell, J. A. (2003) · Psychological Review · doi:10.1037/0033-295x.110.1.145 · Cited by 6,113 · cited 1×
“Considerable evidence suggests that people’s emotional experience includes two orthogonal dimensions, degree of pleasantness and degree of activation, or arousal (e.g., Barrett & Russell, 1998; Russell, 1980, 2003).”
BackgroundSchwarz, N., & Clore, G. L. (1983) · Journal of Personality and Social Psychology · doi:10.1037/0022-3514.45.3.513 · Cited by 4,952
Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements
Rousseau, D. (1995) · doi:10.4135/9781452231594 · Cited by 3,453
Self-citationThe ripple effect: emotional contagion and its influence on group behavior
Barsade, S. G. (2002) · Administrative Science Quarterly · doi:10.2307/3094912 · Cited by 3,361
Organizational Behavior: Affect in the Workplace
Brief, A. P., & Weiss, H. M. (2002) · Annual Review of Psychology · doi:10.1146/annurev.psych.53.100901.135156 · Cited by 1,797
Emotional Capability, Emotional Intelligence, and Radical Change
Huy, Q. N. (1999) · The Academy of Management Review · doi:10.5465/amr.1999.1893939 · Cited by 926
Cited by
Sensemaking in organizations: Taking stock and moving forward
Maitlis, S., & Christianson, M. (2014) · Academy of Management Annals · doi:10.5465/19416520.2014.873177 · Cited by 1,764
Change Readiness: A Multilevel Review
Rafferty, A. E., Jimmieson, N. L., & Armenakis, A. A. (2013) · Journal of Management · doi:10.1177/0149206312457417 · Cited by 679
Organizational Change Recipients' Beliefs Scale: Development of an Assessment Instrument
Armenakis, A. A., Bernerth, J. B., Pitts, J. P., & Walker, H. J. (2007) · The Journal of Applied Behavioral Science · doi:10.1177/0021886307303654 · Cited by 386
Cullen, K. L., Edwards, B. D., Casper, W. C., & Gue, K. R. (2014) · Journal of Business and Psychology · doi:10.1007/s10869-013-9312-y · Cited by 377
Michaelis, B., Stegmaier, R., & Sonntag, K. (2010) · Journal of Managerial Psychology · doi:10.1108/02683941011035304 · Cited by 219
Metadata
- Authors
- Bartunek, J. M., Rousseau, D. M., Rudolph, J. W., & DePalma, J. A.
- Venue
- The Journal of Applied Behavioral Science
- Publisher
- SAGE Publications
- Published
- 2006-06
- Volume
- 42
- Issue
- 2
- Pages
- 182-206
- ISSN
- 0021-8863 (ISSN-L)
- 1552-6879
- OpenAlex
- W2027066931
- Cited by
- 538
- References
- 8
- FWCI
- 35.23
- Type
- journal article
- Language
- en
- Open access
- closed
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.