Tapping the potential of sensemaking for performance management

Abstract

Purpose The purpose of this paper is to present a framework, the CX Framework, for organizational sensemaking of systems-based performance management. Design/methodology/approach The design/methodology/approach of this paper is theoretical analysis and empirical testing. Findings The findings on the CX Framework were that organizational sensemaking was aligned with performance management theory and was enhanced with the use of the CX Framework. Research limitations/implications The research limitations are that empirical testing has been done on the CX Framework, and therefore, generalizations are not possible. Practical implications The practical implications of this paper are that it aids in providing visual management to system complexity as a source of better performance management. Social implications The social implications of this paper are that it informs management science about the importance of sensemaking as both a human and technical act. Originality/value The originality of this article is the visual and analytical presentation of enhanced organizational sensemaking as a source of informed performance management.