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Opening the “Black Box” of Collective Competence in Extreme Projects: Lessons from the French Special Forces
16 references·2 citing·46 second hop
Opening the “Black Box” of Collective Competence in Extreme Projects: Lessons from the French Special Forces (2010)Opening the “Black Box” of Collective Com…Ethnographic Interview (2017)Ethnographic InterviewTeamwork as an Essential Component of High‐Reliability Organizations (2006)Teamwork as an Essential Comp…Dynamic Delegation: Shared, Hierarchical, and Deindividualized Leadership in Extreme Action Teams (2006)Dynamic Delegation: Shared, H…Coordination in Fast-Response Organizations (2006)Coordination in Fast-Response…Leadership capacity in teams (2004)Leadership capacity in teamsFactors influencing project success: the impact of human resource management (2003)Factors influencing project s…THE INCIDENT COMMAND SYSTEM: HIGH-RELIABILITY ORGANIZING FOR COMPLEX AND VOLATILE TASK ENVIRONMENTS. (2001)THE INCIDENT COMMAND SYSTEM: …Reflections on shared cognition (2001)Reflections on shared cogniti…Organizational Improvisation and Organizational Memory (1998)Organizational Improvisation …“Projectification” of the firm: The renault case (1995)“Projectification” of the fir…The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster (1993)The Collapse of Sensemaking i…Collective Mind in Organizations: Heedful Interrelating on Flight Decks (1993)Collective Mind in Organizati…Work teams: Applications and effectiveness. (1990)Work teams: Applications and …Plans and Situated Actions: The Problem of Human-Machine Communication (1990)Plans and Situated Actions: T…Research in Organizational Behavior (1984)Research in Organizational Be…The Discovery of Grounded Theory; Strategies for Qualitative Research (1968)The Discovery of Grounded The…Knowledge development and transfer in a mindful project‐organization (2013)Knowledge development and tra…Obsessive passion, competence, and performance in a project management context (2012)Obsessive passion, competence…The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)Situated Learning: Legitimate Peripheral Participation. 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this work references cited by second hop

References

  • 1968The Discovery of Grounded Theory; Strategies for Qualitative Research39,440 cited
  • 1984Research in Organizational Behavior10,806 cited
  • 1990Plans and Situated Actions: The Problem of Human-Machine Communication5,299 cited
  • 1993The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster4,985 cited
  • 1993Collective Mind in Organizations: Heedful Interrelating on Flight Decks4,382 cited
  • 2017Ethnographic Interview2,790 cited
  • 1990Work teams: Applications and effectiveness.1,597 cited
  • 1998Organizational Improvisation and Organizational Memory1,247 cited
  • 2001THE INCIDENT COMMAND SYSTEM: HIGH-RELIABILITY ORGANIZING FOR COMPLEX AND VOLATILE TASK ENVIRONMENTS.1,027 cited
  • 2006Coordination in Fast-Response Organizations935 cited
  • 2006Teamwork as an Essential Component of High‐Reliability Organizations856 cited
  • 2001Reflections on shared cognition852 cited
  • 2004Leadership capacity in teams764 cited
  • 2006Dynamic Delegation: Shared, Hierarchical, and Deindividualized Leadership in Extreme Action Teams756 cited
  • 1995“Projectification” of the firm: The renault case577 cited

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2003
Factors influencing project success: the impact of human resource management
567 cited

Cited by

  • 2012Obsessive passion, competence, and performance in a project management context47 cited
  • 2013Knowledge development and transfer in a mindful project‐organization25 cited