6 Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process

By Amy C. Edmondson, J. Dillon, K. Roloff. 2007

394 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2e1df2d2328ac3a10bf8d6ec4957e926102e93a7

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Citations in the corpus

Power, Status, and Learning in Organizations (2011, result): “And like the above studies, they observed a tendency for involvement in power-asymmetric groups to derive from demographic similarity to the in-group (see also Eisenhardt and Bourgeois 1988). Together, these results point to a tendency for those higher in a social hierarchy to ignore valid indicator”
Structure and Learning in Self-Managed Teams: Why "Bureaucratic" Teams Can Be Better Learners (2010, background): “Moreover, past research on the antecedents of team learning has generally overlooked issues of structure, focusing instead on team process, climate, norms, or composition (see review in Edmondson et al. 2007).”
Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct (2014, methodology): “…including keyword searches in databases (e.g., Business Source Complete, ISI Web of Science, and PsycInfo) and manually checking our reference list against recent meta-analyses (B. Sanner & B. Bunderson, unpublished manuscript) and review articles (e.g., Edmondson 2004, Edmondson et al. 2007).”
From orientation to behavior: The interplay between learning orientation, open-mindedness, and psychological safety in team learning (2019, methodology): “Prior research on team learning falls into different streams (see Edmondson et al., 2007 for a review).”
Linking learning and knowledge creation to project success in six Sigma Projects: An empirical investigation (2013, background): “Learning implies some kind of positive change in understanding, knowledge, ability/skill, process/routines, or systematic coordination that impacts performance (Edmondson et al., 2007).”
CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure (2012, background): “Since TMTs are likely to make numerous strategic choices during their tenure, whether and why some TMTs learn from their direct experience to improve their decisions and others do not is an important question for team research which increasingly seeks understanding of teams in varied contexts, from ”
The Development and Empirical Validation of a Multidimensional Measurement Instrument for Team Learning Behaviors (2009, background): “In the review of perspectives on team learning in previous empirical research, Edmondson et al. (2007) identified three distinct areas of research that provided insight into how teams learn.”
Organizational Learning: From Experience to Knowledge (2011, neutral): “…levels of analysis in organizations (Crossan, Lane, White, 1999)—individual, group (see Argote, Gruenfeld & Naquin, 2001; Argote & Ophir, 2002; Edmondson, Dillon & Roloff, 2007; Wilson, Goodman & Cronin, 2007 for reviews), organizational (see Schulz, 2002, for a review) and…”
Collective (Team) Learning Process Models: A Conceptual Review (2010, background): “A need was noted by Edmondson et al. (2007) when they stated that “we find that scholars have made progress in understanding how teams in general learn, and propose that future work should develop more precise and context specific theories to help guide research and practice in disparate task and…”