Scalable growth in IT-enabled service provisioning: a sensemaking perspective

Lewis, Melissa Glenda; Mathiassen, Lars; Rai, Arun

doi:10.1057/ejis.2011.5

Cited by 30 publications

(27 citation statements)

References 56 publications

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“…And fourth, combinations of organizational and socio-cognitive factors leading to mindlessness explain how vendors can achieve scalable growth. Lewis et al (2011) conclude that scalable growth is hindered as the variety of services increase due to ambiguity, coordination complexity and constant change. Organizational sensemaking provided an understanding that the high socio-cognitive demands required for modularization may prevent many companies from reaching heightened states of enterprise maturity (Lewis, et al, 2011;Ross, Weill, & Robertson, 2006).…”

Section: Iiiiii Applications Of Sensemaking Theorymentioning

confidence: 99%

“…Problems with these characteristics have been studied using sensemaking theory (Gioia & Chittipeddi, 1991;Griffith, 1999;Lewis, Mathiassen, & Rai, 2011;Weick, 1995). Therefore, this study uses sensemaking as a theoretical framework to understand the process of project deescalation.…”

Section: Iiii Enterprise Resource Planning Projectsmentioning

confidence: 99%

“…Sensemaking has been used in a number of studies where people were in complex, equivocal, unpredictable, and crisis situations (Griffith, 1999;Lewis, et al, 2011;Weick, 1988).…”

Section: Iiiiii Applications Of Sensemaking Theorymentioning

confidence: 99%

“…Griffith (1999) In an effort to understand how vendors of IT-enabled services meet equivocal and changing customer requirements while achieving profits and scalability, Lewis et al (2011) used organizational sensemaking. According to Lewis et al (2011), sensemaking as a lens is useful for four reasons. First, for IT-enable service vendors to achieve scalability they must balance the need for standardization and customization, which is similar to using sensemaking to achieve a balance between mindfulness and routines.…”

Section: Iiiiii Applications Of Sensemaking Theorymentioning

confidence: 99%

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Sensemaking in Enterprise Resource Planning Project Deescalation: An Empirical Study

Battleson

Ramesh

2013

SSRN Journal

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Section: Iiiiii Applications Of Sensemaking Theorymentioning

confidence: 99%

Section: Iiii Enterprise Resource Planning Projectsmentioning

confidence: 99%

“…Sensemaking has been used in a number of studies where people were in complex, equivocal, unpredictable, and crisis situations (Griffith, 1999;Lewis, et al, 2011;Weick, 1988).…”

Section: Iiiiii Applications Of Sensemaking Theorymentioning

confidence: 99%

Section: Iiiiii Applications Of Sensemaking Theorymentioning

confidence: 99%

See 2 more Smart Citations

Sensemaking in Enterprise Resource Planning Project Deescalation: An Empirical Study

Battleson

Ramesh

2013

SSRN Journal

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“…Organizational researchers claim that sensemaking has been helpful in investigating management practices (Drazin, Glynn, & Kazanjian, 1999;Gioia & Chittipeddi, 1991), supporting decision making processes (Taylor & Bogdan, 1998), implementing information systems (Jensen & Kjaergaard, 2010;Jensen, Kjaergaard, & Svejvig, 2009), understanding communication channels (Cooren, 2004;Manning, 1992), adopting information technology (Lewis et al, 2011;Ramiller & Swanson, 2009;Swanson & Ramiller, 2004), managing processes (Maitlis & Lawrence, 2007;Maitlis & Sonenshein, 2010), and conducting organizational change (Sonenshein, 2010). Sensemaking as a concept arose from the organizational theory context, but it has strong links with information processing and information quality, which have given it credence as an important research topic in information systems.…”

Section: Introductionmentioning

confidence: 99%

Using Business Intelligence to Support the Process of Organizational Sensemaking

Namvar¹,

Cybulski²,

Perera³

2016

CAIS

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Abstract:Making sense of an organization overwhelmed with data becomes a problem for decision makers at all levels of business planning and operation. Although scholars have suggested several technological solutions such as business intelligence as being useful in helping busy executives to make decisions, we still know little about assisting business stakeholders in the process of understanding their organizational complexity before such decisions could even be formulated. In this paper, we investigate the opportunities in using BI technologies to make sense of a business environment. We analyze the views and opinions of developers, analysts, consultants, and users of business intelligence, who are experienced in using the technology beyond decision making to support organizational sensemaking. Our results highlight the need for creating and maintaining individual; and organizational identity and enacting this identity on the business and its environment.

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Core functions of Sustainable Human Resource Management. A hybrid literature review with the use of H‐Classics methodology

Piwowar‐Sulej

2021

Sustainable Development

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The key to a successful implementation of the idea of sustainable development in organizations is competent, motivated employees. Therefore, Human Resource Management (HRM) is of particular interest to practitioners and researchers. New HRM concepts that address emerging problemssuch as sustainable HRMarise and develop. The aim of this article is to answer the following research questions: What kind of issues are presented in the most cited articles in the field of sustainable HRM, taking into account the following division of HRM functions: recruitment and selection, performance appraisal, compensation, training and development, and HR flow? Which HRM functions require further research in the context of sustainable HRM? This study applies H-Classics methodology and presents a hybrid literature review linking bibliometric characterization of the articles on sustainable HRM (including green HRM, socially responsible HRM, triple bottom line HRM, and common good HRM) with a manual review of those publications that made up the H-Core of this research field. The most discussed HRM function was HR training, while the least discussed was HR flow. Moreover, HRM is mainly presented in relation to the environmental bottom line. Most of the cited papers present general guidance on how to shape individual functions of sustainable HRM and indicators for measuring the extent to which organizational practices are green. Research directions in H-Core papers have been formulated toward all HRM functions, treated as a system and separately. The article also presents directions for additional research that were identified in the course of this study.

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Scalable growth in IT-enabled service provisioning: a sensemaking perspective

Cited by 30 publications

References 56 publications

Sensemaking in Enterprise Resource Planning Project Deescalation: An Empirical Study

Sensemaking in Enterprise Resource Planning Project Deescalation: An Empirical Study

Using Business Intelligence to Support the Process of Organizational Sensemaking

Core functions of Sustainable Human Resource Management. A hybrid literature review with the use of H‐Classics methodology

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