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Edmondson, Amy C.
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
)
12
editions published
between
1986
and
2007
in
English
and held by
487
libraries
worldwide
Organizational learning and competitive advantage(
Book
)
7
editions published
between
1996
and
1998
in
English
and held by
321
libraries
worldwide
How to take the mystery out of algebra success through algebra by Amy Edmondson (
visu
)
1
edition published
in
1988
in
English
and held by
68
libraries
worldwide
Explains algebra terminology and teaches basic mathematical skills to make the whole subject accessible.
Success through algebra strategies for understanding algebra(
visu
)
1
edition published
in
1988
in
English
and held by
16
libraries
worldwide
Presents major algebraic concepts in simple terms.
A Fuller explanation : the synerget. geometry of R. Buckminster Fuller by Amy C Edmondson (
Book
)
1
edition published
in
1987
in
English
and held by
11
libraries
worldwide
Success through algebra with Amy Edmondson(
visu
)
1
edition published
in
1988
in
English
and held by
11
libraries
worldwide
Presents major algebraic concepts in simple terms.
A Fuller explanation : the synergetic geometry of R. Buckmaster Fuller by Amy C Edmondson (
Book
)
1
edition published
in
1987
in
English
and held by
10
libraries
worldwide
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.
Teams that learn : what leaders must do to foster organizational learning by Amy C Edmondson (
Book
)
1
edition published
in
2008
in
English
and held by
5
libraries
worldwide
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.
Why hospitals don't learn from failures : organizational and psychological dynamics that inhibit system change by Anita L Tucker (
Book
)
3
editions published
between
2002
and
2003
in
English
and held by
3
libraries
worldwide
An increasing number of U.S. hospitals are operating in the red. Organizational learning is thus an imperative. Recent research suggests there are plenty of problems, errors and other learning opportunities facing these complex service organizations. In 2000, the Institute of Medicine issued a report estimating that 44,000 to 98,000 people die each year as result of medical errors. Great medical staff, not great organization or management, has historically been seen as the means for ensuring that patients receive quality care. Recently, however, the medical community has responded to increased public awareness of shortcomings by calling for systematic, organizational improvements to increase patient safety.
Trust and organizational learning by Bertrand Moingeon (
Book
)
2
editions published
in
1995
in
English
and held by
3
libraries
worldwide
Columbia's final mission by Richard M Bohmer (
Book
)
1
edition published
in
2004
in
English
and held by
3
libraries
worldwide
Along with the accompanying CD-ROM, Columbia's Final Mission is a multimedia case study using the 2003 Columbia Space Shuttle disaster to study how failures evolve, how to prevent failures in organizations and how to effectively manage risk in a complex organization.
Psychological safety and learning behavior in work teams by Amy C Edmondson (
Book
)
1
edition published
in
1998
in
English
and held by
3
libraries
worldwide
Sustainable cities : oxymoron or the shape of the future(
Book
)
in
English
and held by
2
libraries
worldwide
Two trends are likely to define the 21st century: threats to the sustainability of the natural environment and dramatic increases in urbanization. This paper reviews the goals, business models, and partnerships involved in eight early "ecocity" projects to begin to identify success factors in this emerging industry. Ecocities, for the most part, are viewed as a means of mitigating threats to the natural environment while creating urban living capacity, by combining low carbon and resource-efficient development with the use of information and communication technologies (ICT) to better manage complex urban systems.
Situated knowledge and learning in dispersed teams by Deborah L Sole (
Book
)
2
editions published
in
2001
in
English
and held by
2
libraries
worldwide
This qualitative field study explores how geographically dispersed teams draw on knowledge situated in the multiple physical locales they span, to learn and accomplish their collective work. We propose the construct of situated knowledge as important for understanding the learning process in dispersed teams. Qualitative data collected on seven new product/process development projects, each spanning multiple sites, reveal that situated knowledge is both a blessing (avaluable resource) and a curse (a source of communication difficulty) for dispersed teams. On the one hand, dispersed teams can leverage local competencies and resources because team members understand and participate in local practices. On the other hand, dispersed teams may not be able to use specialized knowledge held by remote team members unless they recognize and adjust for local inflections thatgive meaning to that knowledge. The paper reports on analyses of 44 learning episodes involving the use of situated knowledge, and draws from these data to suggest critical factors involved in 'liberating' situated knowledge and putting it to use. Implications for research and practice are discussed.
Disrupted routines : effects of team learning on new technology adaption by Amy C Edmondson (
Book
)
2
editions published
in
2000
in
English
and held by
2
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.
Using what we know : turning organizational knowledge into team performance by Bradley R Staats (
Book
)
3
editions published
between
2010
and
2011
in
English
and held by
1
library
worldwide
This paper examines how teams draw on knowledge resources in the firm in the production of novel output. We theorize positive effects of team use of an organizational knowledge repository on two measures of team performance (quality and efficiency), and argue that these effects will be greater when teams face structural characteristics (team geographic dispersion and task change) that intensify the challenge of knowledge integration. Drawing on information processing theory, we distinguish between a team's knowledge repository use and concentration of use (the extent to which use is limited to a few members versus more evenly distributed within the team). Using objective data from several hundred software development projects in an Indian software services firm, we find that knowledge repository use has a positive effect on project efficiency but not on project quality. Concentration of repository use, a form of within-team specialization, is negatively associated with project efficiency and positively related to project quality. Finally, as predicted, we find that in some cases the effects of both repository use and concentration of repository use are greater when teams are dispersed geographically or encounter changing tasks. Our findings offer insight for theory and practice into how organizational knowledge resources can improve knowledge workers' productivity and help build organizational capability.
Negotiating asymmetry : a model of top management team effectiveness by Amy C Edmondson (
Book
)
3
editions published
in
2001
in
English
and held by
1
library
worldwide
Top management teams often fail to achieve their potential. To explain the performance of these teams, researchers have focused on stable team characteristics such as demographic composition. We focus instead on dynamic team attributes that vary with the nature of the task. Specifically, we identify asymmetries in information, interests, and experience and develop propositions relating these to top management team failures. We then develop a normative model linking process choices to assessments of the state of information, interests and experience within a team. By integrating insights drawn from the literatures on teams, decision-making and negotiation, our model yields implications for how leaders of top management teams can shape outcomes through appropriate process choices.
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