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Extended Leadership Team Sensemaking Capability: A Process Model, Dr. Sarah Kieran

Date: 1st November 2017
Time: 12:00
Location: Kemmy Business School, KB1-12
Seminar Series

The Work, Knowledge and Employment Research Theme in conjunction with the Quality of Work Research Cluster Invites you to a seminar by Dr. Sarah Kieran, Department of Personnel and Employment Relations, Kemmy Business School

Titled: Extended Leadership Team Sensemaking Capability: A Process Model Date:

All are welcome to attend.

Sarah Kieran
Dr Sarah Kieran is a Research Assistant in the Department of Personnel and Employment Relations. She lectures in HRM, Strategic HRM and International HRM at under-graduate and post-graduate levels. Prior to joining UL, she worked as a Management Consultant in Strategic Planning and Organisational Development for a number of multinational organisations, public sector/state and not-for-profits organisations. This followed ten years in the Telecoms Sector where she held management roles in Strategy, CRM and HRM. Her research interests include the role of the middle manager, HR Analytics, HRM function design and other such areas that underpin SHRM's contribution to organisational performance.

Overview of the Seminar
This seminar explores strategic change from strategy-as-practice (Balogun et al. 2014), discourse and temporal (Bartunek and Woodman 2015) perspectives. It has been found that the skills and knowledge most useful to organisations during periods of strategic change are those that help practitioners make sense of it (Andrews et al. 2008, Van de Ven and Sun 2011). This is of particular relevance in today’s world where organisations are required to make sense of requirements on the run (Brown et al. 2016). The mixed-method approach in this study employed interviews, focus groups and diaries to capture the real-time, lived experience of sensemaking during strategic change among three Extended Leadership Teams (ELTs) in large organisations. Findings evolve our existing knowledge of sensemaking theory through the development of a conceptual model of shared sensemaking in organisations.