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Edmondson, Amy C.

Works: 100 works in 211 publications in 4 languages and 3,617 library holdings
Genres: Documentary films 
Roles: Author, Editor, Redactor, Instrumentalist
Classifications: Q295, 003
Publication Timeline
Publications about Amy C Edmondson
Publications by Amy C Edmondson
Most widely held works about Amy C Edmondson
Most widely held works by Amy C Edmondson
A Fuller explanation : the synergetic geometry of R. Buckminster Fuller by Amy C Edmondson( Book )
22 editions published between 1986 and 2009 in English and held by 508 libraries worldwide
Features "A Fuller Explanation: The Synergetic Geometry of R. Buckminster Fuller," a book written by Amy C. Edmonson, originally published in Boston by Birkhauser in 1986 and presented online by Mark Somers Gold Arts. The book focuses on the geometry of American engineer and inventor Richard Buckminster Fuller (1895-1983)
Organizational learning and competitive advantage by Amy C Edmondson( Book )
20 editions published between 1995 and 1996 in English and Undetermined and held by 344 libraries worldwide
[̀I}n this volume, contributors from the fields of both strategic management and organizational behaviour have been brought together to explore the relationship between organizational learning and competitive advantage. In their editorial introduction, Edmonson and Moingeon trace changes within the fields of strategy and organizational development that have encouraged a more integrative approach. On the strategy side, the emergence of the resource view of the firm" has drawn attention to the importance of firm-specific resources including knowledge and how it is acquired, as sources of c
Teaming : how organizations learn, innovate, and compete in the knowledge economy by Amy C Edmondson( Book )
18 editions published between 2008 and 2013 in English and Danish and held by 198 libraries worldwide
The next level of breakthrough thinking in organizational learning, leadership, and change Harvard professor Amy Edmondson shows how leaders can make organizational learning happen by building teams that learn. Based on years of research and case studies from Verizon, Bank of America, and Children's Hospital, Edmondson outlines the factors that typically prevent groups from learning, such as the fear of failure, groupthink, power structures, and information hording. She shows how leaders can control these factors by encouraging reflection, creating psychological safety, and overcoming defensive routines that inhibit the sharing of ideas, among others. Leaders can use practical management strategies to help organizations realize the benefits inherent in both success and failure
Teaming to innovate by Amy C Edmondson( Book )
14 editions published between 2013 and 2014 in English and Undetermined and held by 84 libraries worldwide
How to take the mystery out of algebra success through algebra by Amy C Edmondson( visu )
2 editions published in 1988 in English and held by 54 libraries worldwide
Explains algebra terminology and teaches basic mathematical skills to make the whole subject accessible
Building the future : big teaming for audacious innovation by Amy C Edmondson( Book )
6 editions published in 2016 in English and held by 22 libraries worldwide
Success through algebra strategies for understanding algebra ( visu )
2 editions published in 1988 in English and held by 20 libraries worldwide
Presents major algebraic concepts in simple terms
Teams and learning in organizations by Amy C Edmondson( visu )
1 edition published in 2013 in English and held by 10 libraries worldwide
Building the future : big teaming for audacious innovation by Amy C Edmondson( file )
3 editions published in 2016 in English and held by 9 libraries worldwide
Machiavelli famously wrote, "There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success than to take the lead in the introduction of a new order of things."That's what this book is about--innovation far more audacious than a new way to find a restaurant or a smart phone you can wear on your wrist. Amy C. Edmondson and Susan Salter Reynolds explore large-scale systemic innovation that calls for "big teaming": intense collaboration between professions and industries with completely different mindsets. This demands leadership combining an expansive vision with deliberative incremental action--not an easy balance.To explore the kind of leadership required to build the future we need, Edmondson and Reynolds tell the story of Living PlanIT. This award-winning "smart city" start-up was launched with a breathtakingly ambitious goal: creating a showcase high-tech city from scratch to pilot its software--quite literally setting out to build the future. This meant a joint effort spanning a truly disparate group of software entrepreneurs, real estate developers, city government officials, architects, construction companies, and technology corporations. By taking a close look at the work, norms, and values in each of these professional domains, we gain new insight into why teaming across fields is so challenging. And we get to know Living PlanIT's leaders, following them and their partners through cycles of hope, exhaustion, disillusionment, pragmatism, and renewal. There are powerful lessons here for anyone, in any industry, seeking to drive audacious innovation
Children's hospital and clinics ( visu )
3 editions published between 2003 and 2009 in English and held by 6 libraries worldwide
Describes the major phases of an initiative designed to transform the organization and enhance patient safety. Raises interesting questions about how to encourage candid discussion about failures while continuing to hold people accountable for their performance. Suggests ways for general managers to design and lead transformational initiatives that reshape an organization's processes and cultures and create an environment that enhances the firm's learning and problem-solving capabilities
From organizational learning to the learning organization by Yvelines) Groupe HEC (Jouy-en-Josas( Book )
2 editions published in 1997 in English and held by 5 libraries worldwide
This paper reviews theories of organizational learning and presents a framework with which to organize the literature. We argue that unit of analysis provides one critical distinction in the organizational learning literature and research objective provides another. The resulting two-by-two matrix contains four categories of research, which we have called: (1) residues (organizations as residues of past learning): (2) communities (organizations as collections of individuals who can learn and develop); (3) participation (organizational improvement gained through intelligent activity of individual members), and (4) accountability (organizational improvement gained through developing individuals' mental models). We also propose a distinction between the terms organizational learning and the learning organization. Our subsequent analysis identifies relationships between disparate parts of the literature and shows that these relationships point to individuals' tacit cognitions as a critical source of leverage for creating learning organizations. A brief discussion of the work of two of the most visible researchers in this field, Peter Senge and Chris Argyris, provides additional support for this type of change strategy
Organizational learning in the face of ambiguous threats by Amy C Edmondson( file )
1 edition published in 2005 in English and held by 5 libraries worldwide
Is there a disaster waiting to happen in your organization? Is your organization poised to react if you sense one looming? In this stimulating presentation, Professors Amy C. Edmondson, Michael A. Roberto, and Richard M.J. Bohmer use NASA and the Columbia space shuttle to look at the causes of organizational disasters. How does the makeup of an organization contribute? How does an institution allow accidents to occur? Professor Roberto takes a close look at NASA's recovery window -- the period of time between when you see an ambiguous threat and when that threat turns into a major accident. Using the Columbia incident as a backdrop, he then applies the lessons learned to management in all types of organizations and outlines factors at three levels that can cause organizations to underreact to the ambiguous threats that might presage a disaster. Professor Bohmer discusses how team-level and organizational factors -- including design, structure, and culture -- can contribute to a lack of leadership and communication, leaving the organization ill-prepared for unexpected threats. Professor Edmondson envisions an alternative response, where the organization can develop a culture that allows it to respond effectively in a recovery window. This is how learning organizations are created -- not by using the right words, but through practice. And if organizations cannot move into this mode themselves, they need to be led, pointing to the very important and central role of leadership in engaging people, giving them structure, and providing an environment in which they can flourish
Learning to trust and trusting to learn : contrasting models of intervention research in organisation behaviour by Yvelines) Groupe HEC (Jouy-en-Josas( Book )
1 edition published in 1997 in English and held by 4 libraries worldwide
Teaming how organizations learn, innovate, and compete in the knowledge economy by Amy C Edmondson( Sound Recording )
1 edition published in 2016 in English and held by 4 libraries worldwide
When solving problems prevents organizational learning by Anita L Tucker( Book )
3 editions published in 2001 in English and held by 4 libraries worldwide
We propose that understanding organizational problem solving behavior and its antecedents can provide critical insight into mechanisms through which organizations resist learning and change. Specifically, this paper describes problem-solving behavior of front line workers as an important and overlooked barrier to organizational change. Past research on quality improvement and problem solving has found that the type of approach used affects the results of problem solving efforts but has not considered constraints that may limit the ability of front-line workers to use preferred approaches. To investigate the actual problem-solving behavior of front line workers, we conducted 197 hours of observation of hospital nurses, whose jobs present both clinical and system problem-solving opportunities. We identify implicit heuristics that govern the problem-solving behaviors of these front line workers, and suggest cognitive, social, and organizational factors that may reinforce these heuristics and thereby prevent organizational change and improvement
Chimu ga kino suru towa doiu koto ka : Gakushuryoku to jikkoryoku o takameru jissen apurochi by Amy C Edmondson( Book )
2 editions published in 2014 in Japanese and held by 4 libraries worldwide
Disrupted routines : effects of team learning on new technology adaption by Amy C Edmondson( Book )
3 editions published in 2000 in English and held by 4 libraries worldwide
This paper reports on a multimethod study of 16 hospitals implementing an innovative technology for cardiac surgery toinvestigate organizational adaptation to new technology and how group and organizational characteristics influences this process and its outcomes. The findings reveal substantial differences in how an identical technology was integrated into ongoing practice in a set of structurally homogeneous organizations. A set of factors at the group level of analysis differentiated successful and unsuccessful adopters: characteristics of operating room teams charged with implementing the new technology--such as team leader behavior, team psychological safety, team learning behavior, and boundary spanning--were associated with successful adoption. Team membership stability was associated with the rate of efficiency improvement using the new technology. Organizational factors, such as size, type (academic versus community hospital) and organizational support for and experience with innovation, were not associated with either outcome. We propose a theoretical model in which psychological safety and team learning behavior enable organization adaptation and team learning may moderate the strong relationship between structure and technology
Group and organizational influences on team learning by Amy C Edmondson( Archival Material )
3 editions published between 1996 and 1997 in English and held by 4 libraries worldwide
Trust and organizational learning by Bertrand Moingeon( Book )
2 editions published in 1995 in English and held by 4 libraries worldwide
Confiance et recherche-intervention by Yvelines) Groupe HEC (Jouy-en-Josas( Book )
1 edition published in 1997 in French and held by 4 libraries worldwide
Afin d'étudier les relations entre confiance et recherche-intervention, nous proposons de reconnaître l'existence de degrés ou niveaux de confiance et de de [sic] distinguer la confiance dans les intentions. La grille de lecture présentée dans ce papier prend également appui sur une analyse des fonctions de la confiance : la confiance comme pré-requis, comme conséquence et comme obstacle à la recherche-intervention. Nous illustrons nos propos à l'aide de la théorie de l'apprentissage organisationnel développée par Chris Argyris et de l'analyse sociologique des organisations proposée par Michel Crozier
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Alternative Names
Edmondson, Amy.
Edmondson, Amy C.
Edmondson, Amy Claire.
에드먼슨, 에이미 C
エドモンドソン, エイミー・C.
English (105)
Japanese (2)
Danish (1)
French (1)
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