The 1996 Mount Everest climbing disaster: The breakdown of learning in teams

By Christopher Kayes, D. Kayes. 2004

151 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/77a856b6c462e154b6e571c71958853614a64972

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Experiential learning in teams (2005, background): “A mountain-climbing team, for example, can become so focused on its goal to reach the top that it neglects the individual survival goals of members to get safely down again (Kayes, 2004).”
A framework for examining leadership in extreme contexts (2009, background): “…explosion (Heimann, 1993; Starbuck & Miliken, 1988; Vaughan, 1996), Westray mine disaster (Hynes & Prasad, 1997), Mount Everest climbing incidents (Kayes, 2004; Tempest, Starkey, & Ennew, 2007), hurricane Katrina (Comfort, 2007; Gheytanchi et al., 2007; Kapucu & Van Wart, 2006; Rego & Garau,…”
Measuring the Efficacy of Leaders to Assess Information and Make Decisions in a Crisis: The C-LEAD Scale (2011, unknown): “This relatively higher level of strain experienced while performing leadership decision-making tasks may be associated with poorer decision quality and lower leadership effectiveness in general (Kayes, 2004; Lipshitz, Klein, Orasanu, & Salas, 2001; Tett, Guterman, Bleier, & Murphy, 2000).”
Sensemaking in Organizations: Taking Stock and Moving Forward (2014, background): “, 2005), organizational learning (Christianson et al., 2009; Colville, Hennestad, & Thoner, 2013; Haas, 2006; Kayes, 2004; Thomas, Sussman, & Henderson, 2001), and innovation and creativity (Drazin et al.”
Humor and group effectiveness (2008, background): “Psychological safety has been repeatedly identified as being related to a team’s ability to learn (Edmondson, 1999, 2004; Kayes, 2004; Tjosvold et al., 2004).”
Considering context in discursive leadership research (2009, background): “Management Discourses The study of leadership and management Discourses (du Gay & Salaman, 1996; Ford, 2006; Kayes, 2004; Useem, 2001) and the management gurus (Clark & Salaman, 1998; Jackson, 1996, 2001) who ply them reveal how Discourse constructs what leadership and management ‘are’ (for…”
Sensemaking in Crisis and Change: Inspiration and Insights from Weick (1988) (2010, background): “…as it precipitates or unfolds during a crisis that spans a range of contexts, including mining disasters (Wicks, 2002), climbing disasters (Kayes, 2004), and disasters in entertainment events (Vendelo and Rerup, 2009), as well as Weick’s work on the Bhopal accident (W88; Weick, 2010), the…”