Organizational closedown and the process of deconstruction and creativity

References

• Arman, R. 2014. “Death Metaphors and Factory Closure.” Culture and Organization 20 (1): 23–40. doi: 10.1080/14759551.2013.851679
   Web of Science ®Google Scholar
• Bell, E., and S. Taylor. 2010. “Beyond Letting Go and Moving on: New Perspectives on Organizational Death, Loss and Grief.” Scandinavian Journal of Management 27 (1): 1–10. doi: 10.1016/j.scaman.2010.09.013
   Web of Science ®Google Scholar
• Bell, E., J. Tienari, and M. Hansson. 2014. “Introduction: Organizational Death.” Culture and Organization 20 (1): 1–7. doi: 10.1080/14759551.2014.866779
   Web of Science ®Google Scholar
• Blau, G. 2007. “Partially Testing a Process Model for Understanding Victim Responses to an Anticipated Worksite Closure.” Human Resource Management Review 16: 12–28. doi: 10.1016/j.hrmr.2006.02.003
   Google Scholar
• Brown, A. D. 2000. “Authorative Sensemaking in a Public Inquiry Report.” Organizational Studies 25: 95–112. doi: 10.1177/0170840604038182
   Web of Science ®Google Scholar
• Corley, K. G., C. V. Harquail, M. G. Pratt, M. A. Glynn, C. M. Fiol, and M. J. Hatch. 2006. “Guiding Organizational Identity Through Aged Adolescence.” Journal of Management Inquiry 15: 85–99. doi: 10.1177/1056492605285930
   Web of Science ®Google Scholar
• Datta, D. K., J. P. Guthrie, D. A. Basuil, and A. Pandey. 2010. “Causes and Effects of Employee Downsizing: A Review and Synthesis.” Journal of Management 36 (1): 281–348. doi: 10.1177/0149206309346735
   Web of Science ®Google Scholar
• Dogherty, D. S., and K. Drumheller. 2006. “Sensemaking and Emotions in Organizations: Accounting for Emotions in a Rational(ized) Context.” Communication Studies 57 (2): 215–238. doi: 10.1080/10510970600667030
   Google Scholar
• Eisenhardt, K. 1989. “Building Theories from Case Study Research.” Academy of Management Review 14: 532–550.
   Web of Science ®Google Scholar
• Gandolfi, F., and M. Hansson. 2011. “Causes and Consequences of Downsizing: Towards an Integrative Framework.” Journal of Management and Organization 17 (4): 517–540. doi: 10.1017/S1833367200001413
   Web of Science ®Google Scholar
• Gioia, D. A., and J. B. Thomas. 1996. “Identity, Image and Issue Interpretation: Sensemaking During Strategic Change in Academia.” Administrative Science Quarterly 41: 370–403. doi: 10.2307/2393936
   Web of Science ®Google Scholar
• Hansson, M. 2012. “Developing Patterns of Explanations: Methodological Considerations when Analyzing Empirical Data.” In Management and IT – Challenges for the Modern Organization, edited by P. Dahlin and P. Ekman, 191–206. New York, NY: Routledge.
   Google Scholar
• Hansson, M., and J. Hansson. 2012. “Identité professionnelle et processus de fermeture d'usine [Disbanding and Reconnecting the Individual Work Identity under the Process of Plant Closure].” La Revue Française de Gestion 220: 117–131. doi: 10.3166/rfg.220.117-131
   Google Scholar
• Hansson, M., and R. Wigblad. 2006. “Pyrrhic Victories – Anticipating the Closedown Effect.” International Journal of Human Resource Management 17 (5): 938–958. doi: 10.1080/09585190600641255
   Web of Science ®Google Scholar
• Häsänen, L., J. Hellgren, and M. Hansson. 2011. “Goal Setting During a Closedown Process: A Longitudinal Study.” Economic and Industrial Democracy 32 (1): 135–156. doi: 10.1177/0143831X10376615
   Web of Science ®Google Scholar
• Harris, S. G., and R. I. Sutton. 1986. “Functions of Parting Ceremonies in Dying Organizations.” Academy of Management Journal 29 (1): 5–30. doi: 10.2307/255857
   Web of Science ®Google Scholar
• Kociatkieqicz, J., and M. Kostera. 2006. “Creativity Out of Chaos. Anarchy and Organizing.” Human Resource Development International 1 (4): 383–398. doi: 10.1080/13678869800000051
   Google Scholar
• Kübler-Ross, E. 1969. On Death and Dying. New York, NY: Macmillan.
   Google Scholar
• Lincoln, Y. S., and E. G. Guba. 1985. Naturalistic Inquiry. Beverly Hills, CA: Sage.
   Google Scholar
• Maitlis, S., and M. Christianson. 2014. “Sensemaking in Organizations: Taking Stock and Moving Forward.” The Academy of Management Annals 8 (1): 57–125. doi: 10.1080/19416520.2014.873177
   Web of Science ®Google Scholar
• Maitlis, S., and S. Sonenhein. 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
   Web of Science ®Google Scholar
• Mills, J. H., A. Thurlow, and A. J. Mills. 2010. “Making Sense of Sensemaking: The Critical Sensemaking Approach.” Qualitative Research in Organizations 5 (2): 182–195. doi: 10.1108/17465641011068857
   Google Scholar
• Rietzschel, E. F., J. M. Slijkhuis, and N. W. Van Yperen. 2014. “Task Structure, Need for Structure, and Creativity.” European Journal of Social Psychology 44: 386–399. doi: 10.1002/ejsp.2024
   Web of Science ®Google Scholar
• Strauss, A., and J. Corbin. 1990. Basic Qualitative Research. Newbury Park, CA: Sage.
   Google Scholar
• Sutton, R. I. 1987. “The Process of Organizational Death: Disbanding and Reconnecting.” Administrative Science Quarterly 32: 542–569. doi: 10.2307/2392883
   Web of Science ®Google Scholar
• Walter, T. 2014. “Organizations and Death – A View From Death Studies.” Culture and Organization 20 (1): 68–76. doi: 10.1080/14759551.2013.866731
   Web of Science ®Google Scholar
• Weick, K. 1988. “Enacted Sensemaking in Crisis Situations.” Journal of Management Studies 25: 305–317. doi: 10.1111/j.1467-6486.1988.tb00039.x
   Web of Science ®Google Scholar
• Weick, K. 1993. “The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster.” Administrative Science Quarterly 38 (4): 628–652. doi: 10.2307/2393339
   Web of Science ®Google Scholar
• Weick, K. 1995. Sensemaking in Organizations. Thousand Oaks, CA: Sage.
   Google Scholar
• Wigblad, R., M. Hansson, K. Townsend, and J. Lewer. 2012. “Shifting Frontiers of Control During Closedown Processes.” Personnel Review 42 (2): 160–179. doi: 10.1108/00483481211200015
   Web of Science ®Google Scholar