Structure and Learning in Self-Managed Teams: Why "Bureaucratic" Teams Can Be Better Learners

By J. Stuart Bunderson, P. Boumgarden, John M. Olin. Organ. Sci., 2010

329 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9f9926e8034341738f14ca332c98366941ea4c30

How researchers see this paper

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

In Management Science and Operations Research

1. Zhike Lei
2. B. Cooper
3. Blake E. Ashforth
4. Amy C. Edmondson
5. L. Shore
6. N. Eva
7. Alexander Newman
8. Raphaella Prugsamatz

In Social Psychology

1. Zhike Lei
2. Kristie M. Rogers
3. Beth G. Chung
4. B. Cooper
5. Blake E. Ashforth
6. Amy C. Edmondson
7. L. Shore
8. Qing Miao

In Strategy and Management

1. Zhike Lei
2. Alexander Newman
3. N. Eva
4. L. Shore
5. Beth G. Chung
6. Blake E. Ashforth
7. B. Cooper
8. Kristie M. Rogers

Citations in the corpus

• “I Identify with Her,” “I Identify with Him”: Unpacking the Dynamics of Personal Identification in Organizations (2016, background): “…including being accessible as a leader, clarifying roles and expectations, modeling fallibility and openness, encouraging subordinates to experiment with alternative ways of thinking and doing, and framing mistakes as learning opportunities (e.g., Bunderson & Boumgarden, 2010; Edmondson, 2004).”
• Inclusive Leadership: How Leaders Sustain or Discourage Work Group Inclusion (2021, background): “…taking initiative to develop new products and services (Baer & Frese, 2003), and facilitating teams and organizations to learn and to perform (Bunderson & Boumgarden, 2010; Carmeli, 2007; Carmeli & Gittell, 2009; Carmeli et al., 2012; Collins & Smith, 2006; Edmondson, 1999; Schaubroeck, Lam,…”
• CEO Entrepreneurial Leadership and Performance Outcomes of Top Management Teams in Entrepreneurial Ventures: The Mediating Effects of Psychological Safety* (2018, background): “For example, as prior research has established that factors such as team autonomy, shared rewards, formal team structures, and supportive organizational practices, predict psychological safety (Bunderson and Boumgarden 2010; Carmeli and Zisu 2009; Chandrasekaran and Mishra 2012; Chen and Tjosvold 20”
• Organizational Learning: From Experience to Knowledge (2011, unknown): “…of the context that are receiving increasing attention and are ripe for further research include: properties of the organization's structure (Bunderson & Boumgarden, 2010; Fang, Lee & Schilling, 2010) and its social network (Hansen, 2002; Reagans & McEvily, 2003), the extent to which…”
• Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct (2014, background): “As we describe below, extensive research suggests that psychological safety enables teams and organizations to learn (Bunderson & Boumgarden 2010, Carmeli 2007, Carmeli & Gittell 2009, Edmondson 1999, Tucker et al. 2007) and perform (Carmeli et al. 2012, Collins & Smith 2006, Schaubroeck et al.…”