The Impact of Caution and Blame on Organizational Learning

By Russ Vince, Tahir Saleem. 2004

157 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/8fcf1fa5575495934725c9e643d4661478df5c3d

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In Organizational Behavior and Human Resource Management

1. Gerardo Patriotta
2. S. Jordan
3. Maurizio Catino
4. Albrecht Becker
5. M. Messner

Citations in the corpus

• Anxiety, Politics and Critical Management Education (2010, unknown): “For example, the anxiety about being publicly blamed for failure, created very cautious management behaviour in ‘Fairness Borough Council’ (see Vince and Saleem, 2004 for a more detailed discussion of this process).”
• Learning from Errors: Cognition, Emotions and Safety Culture in the Italian Air Force (2013, background): “…with the latter being seen as “uncomfortable knowledge,” often getting in the way of effective accomplishment of tasks, and prompting organizational members to rationalize their feelings in terms of organizational goals and management purpose (Albrow, 1992; Fineman, 1993; Vince & Saleem, 2004).”
• Reflection and Mindfulness in Organizations: Rationales and Possibilities for Integration (2009, background): “Furthermore, Vince and Saleem (2004) stress the role of emotions, showing how patterns of caution and blame inhibit processes of collective refl ection.”