Learning from experience in high-hazard organizations

By J. Carroll, J. Rudolph, S. Hatakenaka. 2002

122 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1689425c936cd15a4e1b0543b6867a55286bfafa

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Science and Operations Research

1. Halit Keskin
2. Ali E. Akgün
3. David Hofmann
4. Amy C. Edmondson
5. Kathleen M. Sutcliffe
6. Raphaella Prugsamatz
7. Abraham Carmeli
8. Cristina B. Gibson

In Strategy and Management

1. R. Ramanujam
2. Halit Keskin
3. Ali E. Akgün
4. Amy C. Edmondson
5. Kathleen M. Sutcliffe
6. Abraham Carmeli
7. Hsin-Hua Hsiung
8. Raphaella Prugsamatz

Citations in the corpus

• Organizational errors: Directions for future research (2011, background): “In the “after” phase, learning is probably the most important process to understand (MacPhail & Edmondson, forthcoming; Carroll et al. 2002, Tamuz & Thomas, 2006).”
• Organisational resilience capacity and firm product innovativeness and performance (2014, background): “Here, learning from errors after they occur is an improvement activity that reduces future errors, or the consequences of future errors, during the new product development process (Carroll, Rudolph, and Hatakenaka 2002).”