Anita L. Tucker

Strategy and Management · 2002–2007

A researcher in the Science corpus: 3 papers; trusts 8 researchers and is trusted by 3 researchers here, as inferred from the citation graph.

Subfields

• Strategy and Management — 7 citations into it
• Organizational Behavior and Human Resource Management — 6 citations into it; #4,412 of 8,741 by trust here, #3,695 by citations
• Social Psychology — 5 citations into it

Whom Anita L. Tucker trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

1. Katherine J Klein
2. P. Bliese
3. J. Shaver
4. Steve W. J. Kozlowski
5. Gerben van der Vegt
6. Linda Argote
7. Amy C. Edmondson
8. J. Stuart Bunderson
9. Mary E. Zellmer-Bruhn
10. Deborah H. Gruenfeld

Who trusts Anita L. Tucker overall

1. Amy C. Edmondson
2. Abraham Carmeli
3. Christopher G. Myers
4. Veeri Arumugam
5. Laurence G. Weinzimmer
6. Sufia Turner
7. M. Cannon
8. Hans Berends
9. Maurizio Catino
10. Peter Y. T. Sun

Papers from Anita L. Tucker's perspective

Ordered by how strongly the researchers Anita L. Tucker trusts endorse each paper. Same corpus, a different order for every researcher.

1. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.
2. Group learning in organizations.
3. Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance
4. Individual Experience and Experience Working Together: Predicting Learning Rates from Knowing Who Knows What and Knowing How to Work Together (Management Sciences)
5. Disrupted Routines: Team Learning and New Technology Implementation in Hospitals
6. Diversity and team outcomes: the moderating effects of outcome interdependence and group longevity and the mediating effect of reflexivity
7. Interruptive Events and Team Knowledge Acquisition (Management Sciences)
8. The Local and Variegated Nature of Learning in Organizations: A Group-Level Perspective (Organ. Sci.)
9. The Effect of Team Leader Characteristics on Learning, Knowledge Application, and Performance of Cross-Functional New Product Development Teams (Decision Sciences)
10. From Micro to Meso: Critical Steps in Conceptualizing and Conducting Multilevel Research

Their papers

• Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change (2003) — 932 citations
• Implementing New Practices: An Empirical Study of Organizational Learning in Hospital Intensive Care Units (2007) — 545 citations
• When Problem Solving Prevents Organizational Learning (2002) — 301 citations