Disrupted Routines: Team Learning and New Technology Implementation in Hospitals

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

1,730 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/91a9d4198e442075f9394ada4d897aaa3d3cd48e

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. Amy C. Edmondson
2. Abraham Carmeli
3. Arnold B. Bakker
4. Claus Rerup
5. Lindred L. Greer
6. Jennifer A. Howard-Grenville
7. Deanne N. den Hartog
8. Brian T. Pentland

In Sociology and Political Science

1. Paul M. Leonardi
2. Linda Argote
3. Claus Rerup
4. Ann Majchrzak
5. Lindred L. Greer
6. Amy C. Edmondson
7. Adam D. Galinsky
8. Samer Faraj

In Strategy and Management

1. Kathleen M. Eisenhardt
2. Linda Argote
3. Amy C. Edmondson
4. Giovanni Gavetti
5. Constance E. Helfat
6. Claus Rerup
7. Paul M. Leonardi
8. Abraham Carmeli

Citations in the corpus

• METHODOLOGICAL FIT IN MANAGEMENT FIELD RESEARCH. (2007, methodology): “Eliminating the quantitative analyses strengthened the paper considerably, allowing an appropriate focus on understanding the team learning process (Edmondson, Bohmer, & Pisano, 2001).”
• The link between self‐managed work teams and learning organisations using performance indicators (2004, methodology): “In an interesting example, Edmondson et al . (2001)”
• Acquisition Integration and Productivity Losses in the Technical Core: Disruption of Inventors in Acquired Companies (2006, background): “Collaboration requires intricate coordination and give and take, and above all it requires that multiple parties—not just one or two parties—remain focused on the joint task, and not become distracted or demoralized (Edmondson et al. 2001).”
• Beyond Team Types and Taxonomies: A Dimensional Scaling Conceptualization for Team Description (2012, methodology): “As an example, the operating teams studied by Edmondson, Bohmer, and Pisano (2001) included a surgeon, anesthesiologist, and nurse, each of whom had 92 JanuaryAcademy of Management Review their own unique skill set.”
• Rotating Leadership and Collaborative Innovation (2011, background): “…underlie successful innovation in collaborative contexts: marshalling complementary capabilities from partners, conducting deep and broad search for innovations with a common technological trajectory, and mobilizing diverse participants from the boundary-spanning network linking both organizations.”
• Dynamic Delegation: Shared, Hierarchical, and Deindividualized Leadership in Extreme Action Teams (2006, background): “Edmondson, Bohmer, and Pisano (2001) have eloquently described the challenges that cardiac surgery teams faced in implementing a new surgical procedure.”
• Building genuine trust through interpersonal emotion management: A threat regulation model of trust and collaboration across boundaries (2007, background): “Edmondson et al. (2001) found that surgeons who reframed the hierarchical operating room environment as a collaborative team environment in which all individuals were expected to speak up about potential difficulties gained greater information sharing about potential problems.”