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040			_aMSU _bEnglish _cMSU _erda
050	0	0	_aHD28 ACA
100	1		_aStrike, Vanessa M. _eauthor
245	1	0	_aMediated sensemaking _ccreated by Vanessa M. Strike and Claus Rerup
264	1		_aNew York: _bAcademy of Management, _c2016
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aAcademy of management journal _vVolume 59, number 3
520	3		_aWe use a multi-case analysis of nine Most Trusted Advisors (MTAs) in six family firms to introduce the concept of mediated sensemaking—that is, the social position, orientation, and actions used by mediators to facilitate adaptive sensemaking that unfolds when someone begins to doubt the sense already made. Our data captures the mediation process through which MTAs help Family Business Entrepreneurs (FBEs) interrupt momentum in sensemaking by slowing down action and facilitating doubt. Interestingly, FBEs have no motive to slow down and doubt their own sensemaking, yet MTAs can induce them to do so. We unpack the social skills and tactics used by MTAs to accomplish this pacing. We synthesize our findings in a grounded theoretical process theory that captures how MTAs facilitate adaptive sensemaking by regulating the pacing and temporality of FBEs’ sensemaking.
650			_aFamily business _vMediation _xSensemaking approach _zUnited States, Europe
700	1		_aRerup, Claus _eco-author
856			_uhttps://doi.org/10.5465/amj.2012.0665
942			_2lcc _cJA
999			_c165615 _d165615