Overcoming dysfunctional momentum: Organizational safety as a social achievement
By M. Barton, Kathleen M. Sutcliffe. 2009
145 citations recorded by the source corpus.
Subfields: Management Science and Operations Research, Radiological and Ultrasound Technology, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/e56f0b6313d331f83e3277bb3773a1ca87808883
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
- Timothy J. Vogus
- Sidney W. A. Dekker
- Sally Maitlis
- Dean A. Shepherd
- Kathleen M. Sutcliffe
- Daniel A. Gruber
- T. Williams
In Radiological and Ultrasound Technology
In Strategy and Management
- T. Williams
- Timothy J. Vogus
- Sally Maitlis
- Sidney W. A. Dekker
- Dean A. Shepherd
- T. Lawrence
- Kathleen M. Sutcliffe
- Daniel A. Gruber
Citations in the corpus
- Organizational response to adversity: Fusing crisis management and resilience research streams (2017, background): “Although noble in many cases, there are situations in which persistence may be ill chosen, such as escalation of commitment to a losing course of action (Brockner, 1992; Ross & Staw, 1993) or the inability to overcome dysfunctional momentum to adjust actions (Barton & Sutcliffe, 2009).”
- The bureaucratization of safety (2014, background): “Continued operational success, for instance, can get taken as evidence by experts that risk-free pathways have been developed (Barton and Sutcliffe, 2009; Starbuck and Milliken, 1988), and exceptional expert competence is associated with greater risk (Amalberti, 2013).”
- Organizational Mindfulness and Mindful Organizing: A Reconciliation and Path Forward (2012, background): “Barton and Sutcliffe (2009) similarly found that deference to reputation or experience actually made wildland firefighting crews less mindful by suppressing discussion and rendering them less able to detect and correct unexpected events (see Blatt, Christianson, Sutcliffe, & Rosenthal, 2006, for sim”
- Sensemaking and emotion in organizations (2013, background): “semaking research on emotion-related processes in organizations (Bartunek, Balogun, & Do, 2011; Elfenbein, 2007; George & Jones, 2001; Huy, 2002, 2005). We develop a process model rather than focusing on specific characteristics of sensemaking, such as Weick’s (1995) seven features properties, becau”