Learning from Complexity: Effects of Prior Accidents and Incidents on Airlines' Learning

By Pamela R. Haunschild, Bilian Ni Sullivan. 2002

482 citations recorded by the source corpus.

Subfields: Radiological and Ultrasound Technology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d10744b72eedd35c3d888a6a158ad85547dd57d3

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In Radiological and Ultrasound Technology

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Citations in the corpus

Market Watch: Information and Availability Cascades Among the Media and Investors in the U.S. IPO Market (2008, unknown): “…of institutional isomorphism (e.g., DiMaggio & Powell, 1983; Mizruchi & Fein, 1999), interorganizational contagion (e.g., Davis & Greve, 1997; Greve, 1995; Greve & Taylor, 2000), and organizational learning (e.g., Haunschild & Miner, 1997; Haunschild & Sullivan, 2002; Kim & Miner, 2007).”
Cognition and Capabilities: A Multi-Level Perspective (2013, background): “This research indicates that managers must be aware of a failure or gap in performance relative to aspirations in order to generate learning about the nature of a problem (Baumard & Starbuck, 2005; Cannon & Edmondson, 2001; Eggers, 2012b; Haunschild & Sullivan, 2002).”
The Liability of Good Reputation: A Study of Product Recalls in the U.S. Automobile Industry (2006, background): “Second, while organizational learning research has shown that firms can learn from their errors or mistakes (e.g., Sitkin, 1992; Haunschild and Sullivan, 2002), we delve into this process more deeply by investigating the possibility that because learning processes are entwined with reputational…”
Learning Sequences: Their Existence, Effect, and Evolution (2012, background): “Managers repeat seemingly successful organizational actions, reflect on the outcomes, and then revise understandings and/or actions as needed (Haunschild & Sullivan, 2002).”
Organizational Learning in Target Setting (2017, background): “…on experiential learning focused on learning from successes; researchers have only recently studied learning from failures (Chuang & Baum, 2003; Haunschild & Sullivan, 2002), differential learning from successes and failures (Baum & Dahlin, 2007), the magnitude thereof (Madsen & Desai, 2010),…”
A Behavioral Theory of the Firm - 40 Years and Counting: Introduction and Impact (2007, background): “For example, Haunschild and Sullivan (2002) examined how experience heterogeneity affects learning processes and outcomes and McKendrick (2001) examined how the social structure of an industry caused heterogeneity in learning outcomes.”
Crossing an Apparent Chasm: Bridging Mindful and Less-Mindful Perspectives on Organizational Learning (2006, background): “The work on high-reliability organizations (Weick et al. 1999) and near misses (March et al. 1991, Haunschild and Sullivan 2002 ) points to the limitations of standard reinforcement learning processes.”
Vicarious Learning from the Failures and Near-Failures of Others: Evidence from the U.S. Commercial Banking Industry (2007, background): “For example, Haunschild and her colleagues found evidence that firms can learn more effectively from complex, heterogeneous experience than from simple experience (Beckman & Haunschild, 2002; Haunschild & Sullivan, 2002).”
Consumer Negative Voice and Firm-Idiosyncratic Stock Returns (2007, unknown): “…DOT data set has not been applied in the marketing field, it has been successfully applied outside of marketing, particularly in the accounting, management science, operations, and political economy literature (e.g., Haunschild and Sullivan 2002; Lapré and Scudder 2004; Lapré and Tsikriktsis 2006).”
Practice Makes Perfect: Entrepreneurial-Experience Curves and Venture Performance (2014, unknown): “The positive benefits associated with industry experience become even more evident at a high range of experience because of the ease with which entrepreneurs can accurately generalize from past venturing experiences in similar industries (Haunschild and Sullivan, 2002; Schilling et al., 2003).”
International Entrepreneurship and Capability Development—Qualitative Evidence and Future Research Directions (2011, background): “Similarly, recent studies also highlight the importance of learning from failure for performance and survival (Corbett et al., 2007; Haunschild & Sullivan, 2002; Miner et al., 1999).”
Learning From Mistakes: How Mistake Tolerance Positively Affects Organizational Learning and Performance (2017, background): “Consequently, when organizations can learn through explorative opportunities, there may be an improvement in performance (Haunschild & Sullivan, 2002; March, 1991).”