Learning Through Rare Events: Significant Interruptions at the Baltimore & Ohio Railroad Museum

By Marlys K. Christianson, Maria T. Farkas, Kathleen M. Sutcliffe, Karl E. Weick. Organ. Sci., 2009

377 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/eb8d5f6173e37d891183574d15f6f79648fb184f

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Citations in the corpus

Experiencing the Improbable: Rare Events and Organizational Learning (2009, background): “As Christianson et al. (2009) put it in their paper for this issue, “Learning associated with rare events occurs separate from the event, after the event, and is subject to the simplification of hindsight.” In this context, organizations learn about rare events because they wish to improve outcomes ”
Organizational response to adversity: Fusing crisis management and resilience research streams (2017, background): “Leaders also engage in meaning making to help other stakeholders make sense of information during the throes of a crisis (Christianson et al., 2009), providing stability despite the potential for chaos (Schneider, 1992).”
Routines Revisited: Exploring the Capabilities and Practice Perspectives (2011, methodology): “These studies use qualitative data to scrutinize individual and collective actions and emotions, but are also concerned with the effectiveness and evolution of routines in a given setting (Christianson, Farkas, Sutcliffe, & Weick, 2009 ; Edmondson, Bohmer, & Pisano, 2001 ).”
Sensemaking in Organizations: Taking Stock and Moving Forward (2014, background): “…member sensemaking helps to accomplish, we explore sensemaking as an explanatory mechanism for other important organizational processes, such as strategic or organizational change (Gioia & Chittipeddi, 1991), learning (Christianson et al., 2009), and creativity and innovation (Drazin et al., 1999).”
Sensemaking and emotion in organizations (2013, background): “Wilson and other managers helped individuals make sense of the situation in part by providing emotional support which ‘‘staff repeatedly identified . . . as key to their ability to respond to the collapse’’ (Christianson et al., 2009, p. 853).”
Sensemaking in Crisis and Change: Inspiration and Insights from Weick (1988) (2010, background): “Similarly, senior leaders’ ‘recovery’ interpretation after the roof of the Baltimore & Ohio Railroad Museum collapsed allowed organizational members to enact the disaster as a temporary setback and opportunity for renewal (Christianson et al., 2009).”