Choose one of the 5 topics below. What are the main approaches that have been u

Choose one of the 5 topics below.
What are the main approaches that have been used to examine this topic, or a substantive sub-theme within this topic?
Which approach has contributed, or could potentially contribute, most to our understanding of the topic?
Why?
Develop a well-crafted argument that shows you have considered several sides of the approach/topic under consideration and supports the point of view you have arrived at.
Please use core readings for references if possible and use supplementary readings if you find it helpful.
Topic 1: Sensemaking in Organizations
Topic 2: Institutionalism: Maintenance and Change
Topic 3: Identity – Organizational, Occupational, and Community
Topic 4: Stigma
Topic 5: Organizational Routines
Topic 1: Sensemaking in Organizations
Core Readings:
• Maitlis, S. and Christianson, M. (2014) “Sensemaking in Organizations: Taking Stock and Moving Forward.” Academy of Management Annals, 8(1): pp. 7-125
• Weick, K.E. (1993) “The collapse of sensemaking in organizations: The Mann Gulch disaster.” Administrative Science Quarterly, 38(4): pp. 628–652
• Christianson, M. K. (2019) “More and less effective updating: The role of trajectory management in making sense again.” Administrative Science Quarterly, 64(1): pp. 45-86
• de Rond, M., Holeman, I. and Howard-Grenville, J. (2019) “Sensemaking from the body: an enactive ethnography of rowing the Amazon.” Academy of Management Journal, 62(6): pp. 1961-1988
Supplementary readings:
• Pratt, M. G. (2000) “The good, the bad, and the ambivalent: Managing identification among Amway distributors.” Administrative Science Quarterly, 45(3): pp. 456–493
• Maitlis, S. and Lawrence, T. B. (2007) “Triggers and enablers of sensegiving in organizations.” Academy of Management Journal, 50(1): pp. 57–84
• Mantere, S., Schildt, H. A. and Sillince, J.A.A. (2012) “Reversal of strategic change.” Academy of Management Journal, 55(1): pp. 172–196
• Nigam, A. and Ocasio, W. (2010) “Event attention, environmental sensemaking, and change in institutional logics: An inductive analysis of the effects of public attention to Clinton’s health care reform initiative.” Organization Science, 21(4): pp. 823–841
• Stigliani, I. and Ravasi, D. (2012) “Organizing thoughts and connecting brains: Material practices and the transition from individual to group-level prospective sensemaking.” Academy of Management Journal, 55(5): pp. 1232–1259.
• Weber, K. and Glynn, M. A. (2006) “Making sense with institutions: Context, thought and action in Karl Weick’s theory.” Organization Studies, 27(11): pp. 1639–1660
• Weick, K.E. (1995) Sensemaking in Organizations. Thousand Oaks, CA: Sage
• Whiteman, G. and Cooper, W. H. (2011) “Ecological sensemaking.” Academy of Management Journal, 54(5): pp. 889-911
• Sandberg, J. and Tsoukas, H. (2014) “Making sense of the sensemaking perspective: Its constituents, limitations, and opportunities for further development.” Journal of Organizational Behavior, 36(Supplement): pp. S6-S32
Topic 2: Institutionalism: Maintenance and Change
Core Readings:
• Greenwood, R., Oliver, C., Lawrence, T.B. and Meyer, R (2017) “Introduction: Into the Fourth Decade.” In: Greenwood, R., Oliver, C., Lawrence, T.B. and Meyer, R. (eds.) The SAGE Handbook of Organizational Institutionalism. 2nd ed. London: SAGE
• Dacin, M. T., Munir, K. and Tracey, P. (2010) “Formal dining at Cambridge colleges: Linking ritual performance and institutional maintenance.” Academy of Management Journal, 53(6): pp. 1393-1418
• Wright, A., Zammuto, R. and Liesch, P. (2017) “Maintaining the Values of a Profession: Institutional Work and Moral Emotions in the Emergency Department.” Academy of Management Journal, 60(1): pp. 200-237
• Mair, J., Wolf, M. and Seelos, C. (2016) “Scaffolding: A Process of Transforming Patterns of Inequality in Small-Scale Societies.” Academy of Management Journal, 59(6): pp. 2021-2044
Supplementary readings:
• Smets, M., Morris, T. I. M. and Greenwood, R. (2011) “From practice to field: A multilevel model of practice-driven institutional change.” Academy of Management Journal, 55(4): pp. 877-904
• Lok, J. and de Rond, M. (2013). “On the plasticity of institutions: Containing and restoring practice breakdowns at the Cambridge University Boat Club.” Academy of Management Journal, 56(1): pp. 185-207
• Zietsma, C. and Lawrence, T.B. (2010) “Institutional Work in the Transformation of an Organizational Field: The Interplay of Boundary Work and Practice Work.” Administrative Science Quarterly, 55(2): pp. 189-221
• Lawrence, T.B. (2017) “High Stakes Institutional Translation: Establishing North America’s First Government-Sanctioned Supervised Injection Site.” Academy of Management Journal, 60(5): pp. 1771-1800
• Hampel, C., Lawrence, T.B. and Tracey, P. (2017) “Institutional Work: Taking Stock and Making it Matter.” In: Greenwood, R., Oliver, C., Lawrence, T.B. and Meyer, R. (eds.) The SAGE Handbook of Organizational Institutionalism. 2nd ed. London:

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