Organisational Crisis- Preparedness: The Importance of Learning from Failures

By Abraham Carmeli, J. Schaubroeck. 2008

275 citations recorded by the source corpus.

Subfields: Accounting, Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6ae662475586da296b886efe8e361dfc49001d8d

How researchers see this paper

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

In Accounting

1. Abraham Carmeli
2. R. Hirak
3. A. Peng
4. J. Amankwah‐Amoah
5. J. Schaubroeck
6. Gideon D. Markman
7. Jane E. Dutton
8. Y. Debrah

In Information Systems

1. Abraham Carmeli
2. R. Hirak
3. A. Peng
4. J. Schaubroeck
5. J. Amankwah‐Amoah
6. Emily D. Heaphy
7. Jane E. Dutton

In Strategy and Management

1. Abraham Carmeli
2. Jane E. Dutton
3. Ashler Tishler
4. Amy C. Edmondson
5. A. Peng
6. R. Hirak
7. J. Schaubroeck
8. J. Stephens

Citations in the corpus

• Capture, governance, and resilience: strategy implications from the history of Rome (2011, background): “…1977; Lawrence and Lorsch, 1967), but for our purposes it is important to emphasize that crises are test points in the evolution of firms (Carmeli & Schaubroeck, 2008); they motivate restructure of operations, rearrangement of assets, reconsideration of resource-capability mixes, and…”
• Relationship Quality and Virtuousness (2013, background): “This occurs in part because of the inability of team members’ relationships to allow for difficult emotional expression, which limits their learning from failure and, ultimately, their capability to respond effectively to setbacks (Carmeli & Schaubroeck, 2008).”
• Cultivating a resilient top management team: The importance of relational connections and strategic decision comprehensiveness (2013, background): “Coping and bouncing back from experiences of failure and adversity may also be important for organizational crisis-preparedness, high reliability, longevity and future growth (Carmeli and Markman, 2011; Carmeli and Schaubroeck, 2008; Weick and Sutcliffe, 2001).”
• CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure (2012, background): “In this article, we address a specific type of learning from experience – learning from failures – thereby responding to calls for further research on learning from failures in the workplace (e.g., Baumard and Starbuck, 2005; Cannon and Edmondson, 2005; Carmeli and Schaubroeck, 2008; Haunschild and ”
• The Protracted Collapse of Ghana Airways: Lessons in Organizational Failure (2010, background): “It has been suggested that firms that fail to adapt to changes in their environment in a timely fashion may enter a downward spiral from which they do not escape (Carmeli & Schaubroeck, 2008; Hambrick & D’Aveni, 1988; Sheppard & Chowdhury, 2005; Tedlow, 2008).”
• Linking leader inclusiveness to work unit performance: The importance of psychological safety and learning from failures (2012, methodology): “The insights from past experiences of failure help to develop more reliable and crisis-prepared organizational systems (Carmeli & Schaubroeck, 2008; Tucker & Edmondson, 2003; Weick & Sutcliffe, 2001).”