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Organization at the limit: lessons from the Columbia disaster
11 references·16 citing·43 second hop
Organization at the limit: lessons from the Columbia disaster (2006)Organization at the limit: lessons from t…Managing the Unexpected (2011)Managing the UnexpectedThe end of globalization (2003)The end of globalizationTacitness, Learning, and International Expansion: A Study of Foreign Direct Investment in a Knowledge-Intensive Industry (2003)Tacitness, Learning, and Inte…System Effects: Complexity in Political and Social Life (2000)System Effects: Complexity in…The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA. (1997)The Challenger Launch Decisio…The new competitive landscape (1995)The new competitive landscapeOVERCOMING THE LIABILITY OF FOREIGNNESS. (1995)OVERCOMING THE LIABILITY OF F…Man-Made Disasters (1995)Man-Made DisastersMAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS. (1989)MAKING FAST STRATEGIC DECISIO…Norm theory: Comparing reality to its alternatives. 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this work references cited by second hop

References

  • 1985Normal Accidents: Living with High Risk Technologies4,965 cited
  • 1995OVERCOMING THE LIABILITY OF FOREIGNNESS.4,539 cited
  • 1989MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS.4,017 cited
  • 1986Norm theory: Comparing reality to its alternatives.3,174 cited
  • 1997The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA.1,630 cited
  • 1995The new competitive landscape1,133 cited
  • 1995Man-Made Disasters873 cited
  • 2011Managing the Unexpected691 cited
  • 2000System Effects: Complexity in Political and Social Life519 cited
  • 2003The end of globalization301 cited
  • 2003Tacitness, Learning, and International Expansion: A Study of Foreign Direct Investment in a Knowledge-Intensive Industry216 cited

Cited by

  • 2015Short on Time: Intertemporal Tensions in Business Sustainability614 cited
  • 2017A Matter of Life or Death: How Extreme Context Research Matters for Management and Organization Studies524 cited
  • 2017Communication and attention dynamics: An attention‐based view of strategic change450 cited
  • 2011The complexity of failure: Implications of complexity theory for safety investigations

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433 cited
  • 2013Sensemaking and emotion in organizations406 cited
  • 2017100 years of occupational safety research: From basic protections and work analysis to a multilevel view of workplace safety and risk.387 cited
  • 2011Creating resilient SMEs: why one size might not fit all384 cited
  • 2014Organizational Improvisation: A Consolidating Review and Framework306 cited
  • 2011Ethical Blindness292 cited
  • 2018A Blessing and a Curse: How CEOs’ Trait Empathy Affects Their Management of Organizational Crises253 cited
  • 2016Revisiting the study of policy failures252 cited
  • 2011Occupational Health and Safety Management in Organizations: A Review165 cited
  • 2013New models for new times. An anti-dualist move124 cited
  • 2013Issues in safety science118 cited
  • 2008Assessing NASA’s Safety Culture: The Limits and Possibilities of High‐Reliability Theory117 cited
  • 2011The Legacy of the High Reliability Organization Project114 cited