Attentional Triangulation: Learning from Unexpected Rare Crises

By Claus Rerup. Organ. Sci., 2009

395 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a97ca66184bd3284636ec2e40dcc1960be48f71e

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Citations in the corpus

Top management attention to innovation: The role of search selection and intensity (2009, background): “Rerup (2009) further identified that sustained effort helps organizations identify weak cues (such as signs of danger) and by doing so avoid unexpected crises.”
Attention allocation to multiple goals: The case of for‐profit social enterprises (2015, background): “Attention allocation has profound implications for the strategic orientation of organizations and influences learning processes (Rerup, 2009), headquarters-subsidiary relationships (Ambos, Andersson, and Birkinshaw, 2010), entry into new markets (Eggers and Kaplan, 2009), formation of service…”
The Behavioral Theory of the Firm: Assessment and Prospects (2012, background): “More recently, Rerup ( 2009 ) integrated bottom-up and top-down approaches in his examination of attention to weak cues leading to catastrophic accidents.”
International entrepreneurship in the post Covid world (2020, background): “Examining the vast literature on major crises (e.g., natural disasters and epidemics) and how organizations survive offers some useful insights (Danielsson, Valenzuela, & Zer, 2018; Jorda, Singh, & Taylor, 2020; Rerup, 2009; Wolf, 2014; Wright, 2020).”
Sensemaking in Organizations: Taking Stock and Moving Forward (2014, background): “…that an event must first catch our attention in order to trigger sensemaking and a separate stream of work, largely outside of the sensemaking literature, has developed that examines what it takes for an event to become noticed (Bouquet & Birkinshaw, 2008; Hoffman & Ocasio, 2001; Rerup, 2009).”
Examining workplace mindfulness and its relations to job performance and turnover intention (2014, background): “Furthermore, within the limited body of research on mindfulness in the organizational literature, some work adopts a collective, rather than individual, level of analysis (e.g. Rerup, 2009; Vogus and Welbourne, 2003; Weick et al., 1999).”
Experiencing the Improbable: Rare Events and Organizational Learning (2009, background): “In his article, Rerup (2009) points out that impact magnitude correlates with event vividness, which in turn focuses managerial attention on certain aspects of the event at the expense of others.”
The Social and Economic Mission of Social Enterprises: Dimensions, Measurement, Validation, and Relation (2015, result): “For example, research confirmed the influence of attention on learning processes (Rerup, 2009), headquarters–subsidiary relationships (Ambos, Andersson, & Birkinshaw, 2010), entry into new markets (Eggers & Kaplan, 2009), formation of service orientation in the business strategy (Gebauer, 2009),…”
Sensemaking and emotion in organizations (2013, background): “R, & Sutton, R. I. (1991).”
The Fog of Feedback: Ambiguity and Firm Responses to Multiple Aspiration Levels (2015, background): “, 2011; Kaplan, 2008) and limit the firm’s capacity to uniformly channel attentional and financial resources toward potential solutions in a coordinated manner (Rerup, 2009).”
Organizational response to adversity: Fusing crisis management and resilience research streams (2017, background): “), and then organize action to bring those signals to the collective view can potentially address the adversity before it becomes a triggering event (Rerup, 2009).”
Sensemaking in Crisis and Change: Inspiration and Insights from Weick (1988) (2010, background): “Vendelo and Rerup (2009) also examine the problem of crisis sensemaking among strangers in the context of the Roskilde Festival disaster, one which they characterize as a low risk context where swiftly incubating accidents can occur.”
Organizational Mindfulness and Mindful Organizing: A Reconciliation and Path Forward (2012, methodology): “The Novo Way of Management—a commitment to openness, continuous learning, and dialogue— utilizes routines including regular organizational audits and “facilitation” sessions to coordinate attention to weak signals across the organization and otherwise enhance organizational mindfulness (Rerup, 2009)”
Crisis, learning and policy change in the European Union (2017, background): “Focusing specifically on crisis-driven decision-making within groups, the most common biases concern attention (Rerup 2009) and groupthink (Choi and Kim 1999).”