• Critically reflect on implications of the theories of organizing processes and technologies for managing in organizations
• Explain theories of sensemaking and framing, and how they relate to each other
• Account for how the theories in the course may be used to understand the dynamics of organizing processes
• Account for various perspectives on technology and organizing
• Identify and analyze how different types of technologies are constitutive elements of Strategy-making, Organizational practices, and Leadership/management

The course views organizing as the process of applying various means to create commitment among people towards organizational aims. Commitment evolves through what is called sensemaking processes, which connect actions and interpretations around the narrative of organizing process. Management of organizing process takes place as attempts by management to “frame” the sensemaking processes that take place among organizational members. Framing attempts may have expected as well as unexpected consequences. Management may resort to three different types of framing, referred to as material framing (including technologies and artefacts), leadership behaviour (including how managers act to foster commitment) and stories (including the stories and explanations that aim to foster commitment). 
The course explains how each of these framing types impacts differently on sensemaking processes in the organization, how some may sometimes lead to “overflows”, which are effects that were not intended and which may lead to new framing attempts. The main goal of the course is to provide students with knowledge of the theories behind organizing processes and to use those theories to understand the actual challenges of organizing in organizations. 

Overlap with Organizing Technologies (OT)
Both Organizing Processes (OP) and OrganizingTechnologies (OT) focus on the role of various of mechanisms in maintaining and transforming organizations. OT concentrates on the role of technologies, and draws extensively on Actor-network Theory. OP includes technologies in a narrower sense, by focusing on material framing of organizing processes while relating technologies to leadership behaviour and narratives. The theories used in OP are analytically consistent with those used at OT. The OP and OT courses are integrated in a shared workshop.

Orlikowski (1996)  Improvising organizational transformation over time: A situated change perspective.Information Systems research 7(1):63-92. 
  
Weick, Karl E. (2001) Sensemaking in Organizations: Small Structures with Large Consequenses in Making sense of the organization.  Ch 1 (pp 5-31) 
  
Callon, M., (1998), 'An essay on framing and overflowing: economic externalities revisited by sociology', in Callon, M., (Ed.), The Laws of the Markets, Blackwell, Oxford, pp. 244-269. 
  
Hernes, Tor, Edda Hendrup and Birgitte Schäffner (2015) Sensing the momentum. A process view of change in a multinational corporation. Journal of Change Management.

Isaacson, Walter (2013) Steve Jobs: The exclusive biography. Simon & Schuster