1,320
Views
0
CrossRef citations to date
0
Altmetric

References

  • Agar, M. 2010. “On the Ethnographic Part of the Mix: A Multi-Genre Tale of the Field.” Journal of Organizational Research Methods 13 (2): 286–303. doi:10.1177/1094428109340040.
  • Anyidoho, N. A. 2010. “Communities of Practice: Prospects for Theory and Action in Participatory Development.” Development in Practice 20 (3): 318–328. doi:10.1080/09614521003710005.
  • Baly, O., F. Kletz, and J. C. Sardas. 2016. “Collective Sensemaking: The Cave within the Cage,” Paper presented at 76th Annual Meeting of the Academy of Management, Aug. 2016, Anaheim, United States. hal-01305315.
  • Beigel, F. 2013. The Politics of Academic Autonomy in Latin America. New York: Routledge.
  • Blaikie, N. 2009. Designing Social Research: The Logic of Anticipation. 2nd ed. London: Polity Press.
  • Blanes, J (Compiler). 2018. Comunidades de Prácticas en Chipaya, Experiencias de Resiliencia. [Communities of Practice in Chipaya: Experiences of Resilience]. La Paz: Editorial Presencia.
  • CEPAL. 2019. Panorama Social de América Latina, 2019 . [Social Panorama of Latin America] (LC/PUB.2019/22-P/Rev.1). Santiago: NU-CEPAL.
  • Craps, M. 2019. “Transdisciplinarity and Sustainable Development”.” In Springer Encyclopedia of Sustainability in Higher Education, edited by W. L. Filho, 1–8. Cham: Springer.
  • Dewulf, A., M. Craps, and R. Bouwen. 2005. “How Indigenous Farmers and University Engineers Create Actionable Knowledge for Sustainable Irrigation.” Action Research 3 (2): 175–192. doi:10.1177/1476750305052141.
  • Ford, J. D., and L. W. Ford. 1995. “The Role of Conversations in Producing Intentional Change in Organizations.” Academy of Management Review 20 (3): 541–570. doi:10.5465/amr.1995.9508080330.
  • Gioia, D., J. Thomas, S. Clark, and K. Chittipeddi. 1994. “Symbolism and Strategic Change in Academia: The Dynamics of Sensemaking and Influence.” Organization Science 5 (3): 363–383. doi:10.1287/orsc.5.3.363.
  • Hammersley, M., and P. Atkinson. 2019. Ethnography: Principles in Practice. 4th ed. New York: Routledge.
  • Helms Mills, J., A. Thurlow, and J. Mills. 2010. “Making Sense of Sense Making: The Critical Sensemaking Method.” Qualitative Research in Organizations and Management on International Journal 5 (2): 182–195. doi:10.1108/17465641011068857.
  • Ito, K., and T. Inohara. 2015. “A Model of Sense-Making Process for Adapting New Organizational Settings, Based on Case Study of Executive Leaders in Work Transitions.” Procedia-Social and Behavioral Sciences 172: 142–149. d oi:1016/j.sbspro.2015.01.347.
  • Jansen, B. 2020. Rethinking Community Through Transdisciplinary Research. Cham: Palgrave Macmillan.
  • Louis, K. S., K. Febey, and R. Schroeder. 2005. “State-Mandated Accountability in High Schools: Teachers’ Interpretations of a New Era.” Educational Evaluation and Policy Analysis 27 (2): 177–204. doi:10.3102/01623737027002177.
  • Lozoya-Santos, J., B,J Guajardo-Leal, A. Vargas-Martínez, I. Molina-Gaytán, A. Román-Flores, R. Ramírez-Mendoza, and R. Morales-Menendez. 2019. “Transdisciplinary Learning Community: A Model to Enhance Collaboration between Higher Education Institutions and Society”. Paper presented at IEEE Global Engineering Education Conference (EDUCON), Dubai, April 9–11 622–630.
  • Maitlis, S. 2005. “The Social Processes of Organizational Sensemaking.” The Academy of Management Journal 48 (1): 21–49. doi:10.2307/20159639.
  • Maitlis, S., and S. Sonenshein. 2010. “Sensemaking in Crisis and Change. Inspiration and Insights from Weick (1988).” Journal of Management Studies 47 (3): 551–580. doi:10.1111/j.1467-6486.2010.00908.x.
  • Moilanen, J., T. Montonen, and P. Eriksson. 2018. “Power in the Commercialization Process: Adopting a Critical Sensemaking Approach to Academic Entrepreneurship.” In Leveraging Human Resources for Human Management Practices and Fostering Entrepreneurship, edited by A. K. Dey, and T. Thatchenkery, 307–315. New Delhi: Bloomsbury Publishing India Pvt. Limited.
  • Seale, C. 2004. “Validity, Reliability and the Quality of Research.” In Researching Society and Culture, edited by C. Seale, 71–84. London: Sage.
  • Thurlow, A., and J. Helms Mills. 2009. “Change, Talk and Sensemaking.” Journal of Organizational Change Management 22 (5): 459–479. doi:10.1108/09534810910983442.
  • Weber, K., and M. Glynn. 2006. “Making Sense with Institutions: Context, Thought and Action in Karl Weick’s Theory.” Organization Studies 27 (11): 1639–1660. doi:10.1177/0170840606068343.
  • Weick, K. 1995. Sensemaking in Organizations. Thousand Oaks: Sage Publications.
  • Weick, K. 2005. “Managing the Unexpected: Complexity as Distributed Sensemaking.” In Uncertainty and Surprise in Complex Systems: Questions on Working with the Unexpected, edited by R. R. McDaniel Jr, and D. J. Driebe, 51–65. Berlin/Heidelberg: Springer Verlag.