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The Lessons We (Don't) Learn: Counterfactual Thinking and Organizational Accountability after a Close Call
16 references·16 citing·45 second hopsampled
The Lessons We (Don't) Learn: Counterfactual Thinking and Organizational Accountability after a Close Call (2000)The Lessons We (Don't) Learn: Counterfact…An Organizational Learning Framework: From Intuition to Institution (1999)An Organizational Learning Fr…Accounting for the effects of accountability. (1999)Accounting for the effects of…Working knowledge: how organizations manage what they know (1998)Working knowledge: how organi…Winning through innovation : a practical guide to leading organizational change and renewal (1997)Winning through innovation : …Counterfactual thinking. (1997)Counterfactual thinking.Sensemaking in Organizations (1996)Sensemaking in OrganizationsA primer on decision making : how decisions happen (1994)A primer on decision making :…The Impact of Accountability on Judgment and Choice: Toward A Social Contingency Model (1992)The Impact of Accountability …Learning from Samples of One or Fewer (1991)Learning from Samples of One …Some Characteristics of One Type of High Reliability Organization (1990)Some Characteristics of One T…Social Cognitive Theory of Organizational Management (1989)Social Cognitive Theory of Or…Judgment Under Uncertainty: Heuristics and Biases. (1984)Judgment Under Uncertainty: H…Accountability and complexity of thought. 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References

  • 1954A Theory of Social Comparison Processes21,336 cited
  • 1996Sensemaking in Organizations15,614 cited
  • 1998Working knowledge: how organizations manage what they know10,839 cited
  • 1984Judgment Under Uncertainty: Heuristics and Biases.5,656 cited
  • 1999An Organizational Learning Framework: From Intuition to Institution4,599 cited
  • 1989Social Cognitive Theory of Organizational Management3,384 cited
  • 1977The Role of Institutionalization in Cultural Persistence3,189 cited
  • 1999Accounting for the effects of accountability.2,406 cited
  • 1994A primer on decision making : how decisions happen2,385 cited
  • 1982The simulation heuristic1,586 cited
  • 1991Learning from Samples of One or Fewer1,263 cited
  • 1997Counterfactual thinking.1,151 cited
  • 1983Accountability and complexity of thought.1,020 cited
  • 1990Some Characteristics of One Type of High Reliability Organization980 cited
  • 1992The Impact of Accountability on Judgment and Choice: Toward A Social Contingency Model925 cited
  • 1997Winning through innovation : a practical guide to leading organizational change and renewal

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799 cited

Cited by

  • 2010The Handbook of Crisis Communication724 cited
  • 2003Application of Fairness Theory to Service Failures and Service Recovery655 cited
  • 2010Failing to Learn? The Effects of Failure and Success on Organizational Learning in the Global Orbital Launch Vehicle Industry655 cited
  • 2018Examining the usage, citation, and diffusion patterns of bibliometric mapping software: A comparative study of three tools525 cited
  • 2017A Matter of Life or Death: How Extreme Context Research Matters for Management and Organization Studies524 cited
  • 2015Research Design for Mixed Methods519 cited
  • 2011Justified ethicality: Observing desired counterfactuals modifies ethical perceptions and behavior515 cited
  • 2002Learning from Complexity: Effects of Prior Accidents and Incidents on Airlines' Learning493 cited
  • 2015Narratives as Sources of Stability and Change in Organizations: Approaches and Directions for Future Research479 cited
  • 2004From Questions to Answers: Reviewing Organizational Learning Research478 cited
  • 2007Vicarious Learning from the Failures and Near-Failures of Others: Evidence from the U.S. Commercial Banking Industry443 cited
  • 2015An accountability account: A review and synthesis of the theoretical and empirical research on felt accountability367 cited
  • 2016The Grateful Workplace: A Multilevel Model of Gratitude in Organizations359 cited
  • 2009Entrepreneurs as theorists: on the origins of collective beliefs and novel strategies319 cited
  • 2012A quasi-experimental study of after-event reviews and leadership development.228 cited
  • 2016Workplace safety222 cited