Confronting Failure: Antecedents and Consequences of Shared Beliefs About Failure in Organizational Work Groups

By M. Cannon, Amy C. Edmondson. 2001

550 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/d2849cc7e73e5c2df3aefdc58e5aeac4254ffa00

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In Organizational Behavior and Human Resource Management

In Social Psychology

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Citations in the corpus

Participative Decision Making and Employee Performance in Different Cultures: The Moderating Effects of Allocentrism/Idiocentrism and Efficacy (2002, background): “For example, Cannon and Edmondson (2001) found that group performance was associated with members' shared beliefs about how to learn from failure.”
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).”
Learning From Mistakes: How Mistake Tolerance Positively Affects Organizational Learning and Performance (2017, background): “Even though learning from mistakes has been shown to positively affect organizations, Edmondson and her colleagues (cf. Cannon & Edmondson, 2001, 2005; Edmondson, 2004; Tucker & Edmondson, 2003) have shown that most organizations 324 The Journal of Applied Behavioral Science 53(3) still do not…”
Organizational response to adversity: Fusing crisis management and resilience research streams (2017, background): “…understand the importance of learning frommistakes, surprisingevents, andcrises (Deverell& Hansén, 2009;Madsen, &Desai, 2010;McGrath, 1999), most people and organizations find this difficult to accomplish (Baumard & Starbuck, 2005; Cannon & Edmondson, 2001, 2005;Edmondson, 2004).”
Scaling Social Impact: Building Sustainable Social Ventures at the Base-of-the-Pyramid (2014, background): “…organizational growth (Cope 2003; Shepherd, Patzell and Wolfe 2011), especially in situations fraught with incomplete information (Weick and Sutcliffe 2011), cognitive biases (Kahneman, Slovic and Tversky 1982), and high levels of failure (Cannon and Edmondson 2001; Prahalad and Oosterveld 1999).”
Entrepreneurial Failure: A Synthesis and Conceptual Framework of its Effects (2020, background): “…the entrepreneur (Patzelt and Shepherd, 2011; Ramoglou and Tsang, 2016; Shepherd et al., 2016), to generate effects at multiple levels of analysis (Cannon and Edmondson, 2001; Ucbasaran et al., 2013) varying in terms of the direction of influence (Jenkins and McKelvie, 2016), and longevity (Arino…”
Keep Calm and Carry On: Emotion Regulation in Entrepreneurs’ Learning from Failure (2018, background): “Only with such behaviors in place can an entrepreneur truly benefit from the valuable lessons associated with failure (Cannon & Edmondson, 2001; Cope, 2011).”