Organizational Differences in Rates of Learning: Evidence from the Adoption of Minimally Invasive Cardiac Surgery

By Gary P. Pisano, Richard M. J. Bohmer, Amy C. Edmondson. Management Sciences, 2001

590 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8f005921e84741778113b891ae328aa05da4df13

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Citations in the corpus

Best Care at Lower Cost: The Path to Continuously Learning Health Care in America (2013, background): “Specific capabilities that promote the adoption of new ideas are the support of the organization’s leadership and management, the existence of robust channels for sharing knowledge, and the presence of structures that can discover potentially beneficial ideas from outside of the organization (Della ”
Group cognition, membership change, and performance: Investigating the benefits and detriments of collective knowledge ☆ (2007, background): “It can be detrimental to the extent that it forces members to spend time and effort socializing new members (Levine & Moreland, 1999; Moreland & Levine, 1989), disrupts members’ routines for interacting and accomplishing their tasks (Goodman & Leyden, 1991; Pisano, Bohmer, & Edmondson, 2001 ), or e”
Non-technical skills for surgeons in the operating room: a review of the literature. (2006, methodology): “faster learning rates in an analysis of the implementation of a new cardiac procedure in 16 different hospitals.(21) Another ORMAQ study of theater staff in 2 hospitals(22) (locations not specified), found that surgeons generally advocated a structured hierarchy of authority (anaesthetists and nurse”
6 Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process (2007, background): “The observation of slope differences suggested that unmeasured factors—such as how the learning process is managed—affect the rate of learning ( Pisano, Bohmer, & Edmondson, 2001 ), such that cumulative experience is a necessary but insufficient explanatory variable.”
When Does Prior Experience Pay? Institutional Experience and the Multinational Corporation (2014, background): “…and Butler, 1984), shipbuilding (Argote, Beckman, and Epple, 1990), truck assembly (Epple, Argote, and Devadas, 1991), shift workers (Epple, Argote, and Murphy, 1996), pizza production (Darr, Argote, and Epple, 1995), and cardiovascular surgical procedures (Pisano, Bohmer, and Edmondson, 2001).”
Going Beyond the Dominant Paradigm for Information Technology Innovation Research: Emerging Concepts and Methods (2004, background): “While no studies of IT innovation have used the learning curve model, a recent study of the adoption of a novel surgical technique provides an excellent illustration of how to link work on learning curves and organizational innovation (Edmondson et al., 2003; Pisano et al., 2001).”
Individual Experience and Experience Working Together: Predicting Learning Rates from Knowing Who Knows What and Knowing How to Work Together (2005, methodology): “1984) and surgical procedure completion times (Pisano et al. 2001) have been shown to follow a learning curve.”
From Questions to Answers: Reviewing Organizational Learning Research (2004, background): “For example, Pisano et al. (2001) found that firms that learn better than others differ on a variety of factors: formal procedures for learning, cross-functional communication and stability of team membership.”
The role of experience in six sigma project success: An empirical analysis of improvement projects (2012, background): “…emerging stream of empirical research within the learningby-doing literature suggests that a more fine-grained, multidimensional view of experience is warranted in the context of teams (Huckman and Pisano, 2006; Huckman et al., 2009; Pisano et al., 2001; Reagans et al., 2005; Shafer et al., 2001).”
A Behavioral Theory of the Firm - 40 Years and Counting: Introduction and Impact (2007, background): “Because routines are so central to organizational functioning, large-scale replacement of routines is a complex endeavor that is done at different speeds depending on the group level of agreement with the new routines and encouragement of experimentation (Edmondson et al. 2001, Pisano et al. 2001).”
The Firm Specificity of Individual Performance: Evidence from Cardiac Surgery (2006, background): “For example, Pisano et al. (2001) note that well-developed surgical teams are often capable of performing procedures with minimal verbal communication between members.”
Social Contagion and Information Technology Diffusion: The Adoption of Electronic Medical Records in U.S. Hospitals (2010, background): “For example, larger hospitals have more consulting physicians who work at other hospitals (Pisano et al. 2001).”