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Why do organizations not learn from incidents? Bottlenecks, causes and conditions for a failure to effectively learn
16 references·2 citing·36 second hop
Why do organizations not learn from incidents? Bottlenecks, causes and conditions for a failure to effectively learn (2014)Why do organizations not learn from incid…What Is Learning? A Review of the Safety Literature to Define Learning from Incidents, Accidents and Disasters (2014)What Is Learning? A Review of…Organizational culture and leadership (2012)Organizational culture and le…Learning from accidents – What more do we need to know? (2010)Learning from accidents – Wha…Experiencing the Improbable: Rare Events and Organizational Learning (2009)Experiencing the Improbable: …Just culture: who gets to draw the line? (2008)Just culture: who gets to dra…Application of a human error framework to conduct train accident/incident investigations (2005)Application of a human error …Comparison of some selected methods for accident investigation (2004)Comparison of some selected m…A new accident model for engineering safer systems (2003)A new accident model for engi…Man-made disasters: why technology and organizations (sometimes) fail (2000)Man-made disasters: why techn…Organizational learning II: Theory, method and practice (1998)Organizational learning II: T…Risk management in a dynamic society: a modelling problem (1997)Risk management in a dynamic …Organizational Learning: A Theory of Action Perspective (1997)Organizational Learning: A Th…Book Review: Human Resources, Personnel, and Organizational Behavior: Organizational Learning II: Theory, Method, and Practice (1997)Book Review: Human Resources,…Organizational culture and leadership (1993)Organizational culture and le…The fifth discipline, the art and practice of the learning organization (1991)The fifth discipline, the art…The Fifth Discipline (1990)The Fifth DisciplineImproving Safety Performance of Construction Workers through Learning from Incidents (2023)Improving Safety Performance …Zero Accident Vision based strategies in organisations: Innovative perspectives (2016)Zero Accident Vision based st…Managerial Leadership: A Review of Theory and Research (1989)Perception of Quality in Higher Education (2004)Analysing Service Quality: The Case of Post-Graduate Chinese Students (2007)The nature of the service quality and satisfaction relationship (2008)Knowledge hiding in organizations (2011)Organizational Climate and Culture (2012)Judgment under Uncertainty: Heuristics and Biases (1974)Judgment under Uncertainty: Heuristics and Biases (1975)Contributing factors in construction accidents (2005)Engineering a safer world: systems thinking applied to safety (2012)An introduction to cybernetics (1956)Systems Thinking, Systems Practice (1981)Business Dynamics: Systems Thinking and Modeling for a Complex World (2000)Applying systems thinking to analyze and learn from events (2010)From Safety-I to Safety-II: A White Paper (2015)Structural drivers of upstream supply chain complexity and the frequency of supply chain disruptions (2015)Human Error (1990)Man-Made Disasters (1995)The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA. (1997)Safety climate, safety management practice and safety performance in offshore environments (2003)The nature of safety culture: A survey of the state-of-the-art (2006)Nordic Safety Climate Questionnaire (NOSACQ-50): A new tool for diagnosing occupational safety climate (2011)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Psychological Safety and Learning Behavior in Work Teams (1999)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)The myopia of learning (1993)Role congruity theory of prejudice toward female leaders. (2002)An Organizational Learning Framework: From Intuition to Institution (1999)Exploring Paradox: Toward a More Comprehensive Guide (2000)Conceptualizing Teacher Professional Learning (2011)A Natural-Resource-Based View of the Firm (1995)Market Orientation and the Learning Organization (1995)Deliberate Learning and the Evolution of Dynamic Capabilities (2002)Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation (1991)The Commitment-Trust Theory of Relationship Marketing (1994)
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References

  • 1991The fifth discipline, the art and practice of the learning organization20,050 cited
  • 1993Organizational culture and leadership16,527 cited
  • 1997Organizational Learning: A Theory of Action Perspective11,111 cited
  • 1990The Fifth Discipline6,350 cited
  • 2012Organizational culture and leadership4,328 cited
  • 1997Book Review: Human Resources, Personnel, and Organizational Behavior: Organizational Learning II: Theory, Method, and Practice3,455 cited
  • 1997Risk management in a dynamic society: a modelling problem2,992 cited
  • 2003A new accident model for engineering safer systems2,367 cited
  • 1998Organizational learning II: Theory, method and practice2,309 cited
  • 2000Man-made disasters: why technology and organizations (sometimes) fail506 cited
  • 2009Experiencing the Improbable: Rare Events and Organizational Learning352 cited
  • 2005Application of a human error framework to conduct train accident/incident investigations287 cited
  • 2004Comparison of some selected methods for accident investigation256 cited
  • 2010Learning from accidents – What more do we need to know?205 cited
  • 2014What Is Learning? A Review of the Safety Literature to Define Learning from Incidents, Accidents and Disasters

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159 cited
  • 2008Just culture: who gets to draw the line?139 cited
  • Cited by

    • 2023Improving Safety Performance of Construction Workers through Learning from Incidents87 cited
    • 2016Zero Accident Vision based strategies in organisations: Innovative perspectives87 cited