Speaking Up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams

By Amy C. Edmondson. 2003

1,607 citations recorded by the source corpus.

Subfields: Information Systems and Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/cd9be1941c83ba09f6797019de6a0083ebc8fc7c

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Citations in the corpus

The Joint Moderating Effects of Activated Negative Moods and Group Voice Climate on the Relationship between Power Distance Orientation and Employee Voice Behavior (2017, background): “doi: 10.1111/apps.12096 performance (Frazier & Bowler, 2015), and a more successful implementation of new practices (Edmondson, 2003).”
Trust in work teams: An integrative review, multilevel model, and future directions (2018, background): “The degree to which team members rely on one another and must interact in order for the team to accomplish its goals (Guzzo & Shea, 1992) has been found to have a direct effect on team trust (e.g., De Jong & Dirks, 2012) and on trust between team members (e.g., Edmondson, 2003).”
Racial Diversity, Racial Asymmetries, and Team Learning Environment: Effects on Performance (2012, background): “Absent such norms, differential perceptions of risk increase the likelihood of schisms and of lower-status members either withdrawing or adopting defensive goals instead of task-oriented ones (Argyris, 1982; Davidson & Friedman, 1998; Edmondson, 2002, 2003; Edmondson et al., 2001).”
Teamwork and patient safety in dynamic domains of healthcare: a review of the literature (2009, background): “feel they can communicate openly and participate in decision making is essential.(50,56) Moreover, first”
Virtuous Creativity: The Effects of Leader Behavioural Integrity on Follower Creative Thinking and Risk Taking (2011, background): “Psychological safety in a team environment is demonstrated when each team member expects other members will not react punitively when ideas are shared (Edmondson, 2003).”
Echoes of Silence: Employee Silence as a Mediator Between Overall Justice and Employee Outcomes (2012, background): “For instance, to enhance organizational learning, managers not only need to encourage people to voice their ideas but also identify what is preventing people from doing so (Edmondson 2002, 2003).”
Silenced by fear:: The nature, sources, and consequences of fear at work (2009, background): “…to employee treatment (Bowen & Blackmon, 2003; Cortina & Magley, 2003; Creed, 2003), managerial behavior (Milliken et al., 2003), patient care (Edmondson, 2003), organizational functioning and performance (Ashford, 1998; Detert & Treviño, in press; Milliken, Morrison, & Hewlin, 2003), or the…”
Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process (2011, positive): “The Moderating Role of Procedural Justice Climate Voice behaviors not only bring risks for employee themselves, but may also affect their colleagues’ rights and interests (Edmondson 2003), and their social relationship within organizations (Liu et al. 2010).”
Paternalistic leadership and employee voice in China: A dual process model (2015, background): “…employees feel that it is worthwhile or safe to voice concerns, make suggestions, and endeavor to improve operations (e.g. Detert & Burris, 2007; Edmondson, 2003; Saunders, Sheppard, Knight, & Roth, 1992; Zhou The Leadership Quarterly 26 (2015) 25–36 ☆ This research received grant from National…”
Exploring Nonlinearity In Employee Voice: The Effects of Personal Control and Organizational Identification (2008, background): “, LePine & Van Dyne, 1998, 2001); work group climate, such as an innovation climate (Choi, 2007); and psychological safety (Detert & Burris, 2007; Edmondson, 2003).”
Transformational leadership, innovative work behavior, and employee well-being (2013, background): “Edmondson (2003) argues that individuals engage in a cognitive process in which they weigh their decision whether to take a potential action or proceed in a given direction by assessing the interpersonal risk associated with that given action or behavior in the particular interpersonal work climate…”
Does transformational leadership foster innovative work behavior? The roles of psychological empowerment, intrinsic motivation, and creative process engagement (2019, background): “Edmondson (2003) recommended that leaders should try to energize psychological dimensions of empowerment and inculcate feeling of free will among their followers to translate organizational vision and mission into their daily routine tasks and job contexts.”
Inclusive Leadership in Thought and Action: A Thematic Analysis (2021, positive): “The ﬁ ndings showed that nurse managers and surgeon team leaders who proactively invited and acknowledged others ’ input helped team members to feel greater psychological safety in the team (Edmondson, 1996, 2003).”
Voice Flows to and around Leaders (2013, background): “…employees share with their direct boss should be of particular value to the performance of that unit because it maximizes opportunities for timely learning and responsiveness by that leader (Floyd and Woolridge, 1992; Morrison and Milliken, 2000; Edmondson, 2003; Mesmer-Magnus and DeChurch, 2009).”