A Model of Sense-making Process for Adapting New Organizational Settings; Based on Case Study of Executive Leaders in Work Transitions

The purpose of this study is to propose a model of sense-making process based on case study of executive leaders. In order to understand the individuals’ transformation to cope with new organizational entry practices, we applied the concept of narrative repertoire. Through the case studies, it turned out the followings: 1) there are a variety of reference points, 2) one reference point is able to produce more than two interpretations, and 3) the interpretation of the same experience could change over the time. Based on these findings, we developed a model of sense-making process and provided two main implications.