Management Studies in Development and Evolution

Sense-making Model in the Strategic Control of Organization

Document Type : Research Paper

Authors

Elham Jamshidi Boroujerdi
Vahid Khashei
Mahdi Ebrahimi
Hossein Rahmanseresht

Department of Business Administration, Faculty of Management and Accounting, Allameh Tabatabaei University, Tehran, Iran

https://doi.org/10.22054/jmsd.2026.85592.4627
Abstract
Considering the importance of strategic control of organizations in a participative way, the purpose of this research is to derive a sense-making model in strategic control. Based on the literature, the research data is collected through a three-phase process of sense-making in strategic control with the importance of people participation, i.e. participatory scanning, interpretation, and action. In terms of methodology, at first, themes related to the processes were collected and categorized by conducting a case study in MAPNA Holding, and then the opinions of specialists have been applied in the extracted model. In this study, the necessary factors for creating a suitable environment in participative scanning, interpretation, and action were identified. In addition, the information that should be co-scanned, the materials to be interpreted, and the participative actions in sense-making for strategic control were determined. Previous research in relation to strategic control has been done with the view of formulating the strategy at the top levels of the organization and then its implementation and control by the lower levels of the organization. The current research seeks to contribute a comprehensive model to show how all organizational members participate (whether directly or indirectly) in the strategic control of the organization.

Keywords

Sense-making
Strategic control
Participative information monitoring
Participative information interpretation
Participative management
Subjects
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  • Receive Date 03 May 2025
  • Revise Date 20 November 2025
  • Accept Date 23 December 2025

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