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This study represents a first attempt to employ cognitive cause-mapping techniques to explore individual sensemaking during a planned organizational change. The authors evaluated the contribution of this method as a vehicle for exploring sensemaking processes during a change effort. Study data revealed that cause mapping generates a rich source of information, demonstrates a high degree of content validity, and is a particularly useful technique for capturing the dynamics of sensemaking. The study also provided needed longitudinal and structural analyses of cause maps. Results showed significant differences in cause map content over time without corresponding differences in cause map structure. An integrated model of sensemaking during organizational change is offered.

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Corporations and investors are responding to recent major ethical scandals with increased attention to the social impacts of business operations. In turn, business colleges and their international accrediting body are increasing their efforts to make students more aware of the social context of corporate activity. Business education literature lacks data on student attitudes toward such education. This study found that post-scandal business students, particularly women, are indeed interested in it. Their interest is positively related to their past donation, volunteerism, and non-profit organization membership activities, whether limited or extensive. Some evidence supports the proposition that education can modify internal principles over time. We offer suggestions for classroom and program uses of these findings in hopes of enriching the vision of future business managers. Copyright Springer Science+Business Media, Inc. 2006business education, business ethics, business student attitudes, corporate citizenship, corporate social responsibility, corporate values, social issues in business,

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