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How Organizations Learn: Post-flight Reviews in an F-16 Fighter Squadron

https://doi.org/10.1177/0170840606064567
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What this work says

Outgoing claims: the papers this work cites, builds on, or argues with.

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Harvard business review
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Harvard Business Review
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Qualitative Analysis for Social Scientists
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Qualitative Data Analysis
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Communities of Practice: The Organizational Frontier
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Learning in action
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Organizational learning research profile
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Common Knowledge: How Companies Thrive by Sharing What They Know
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Organizational Learning Activities in High‐hazard Industries: The Logics Underlying Self‐Analysis
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Understanding Organizational Learning Capability
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After-Action Reviews: Linking Reflection and Planning in a Learning Practice
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Bounded Rationality and Organizational Learning
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A Theory of Social Comparison Processes
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Disciplines of Organizational Learning: Contributions and Critiques
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A Multifacet Model of Organizational Learning
inferredcites →https://doi.org/10.1177/0021886396321001openalex-snapshot
Learning from Mistakes is Easier Said Than Done: Group and Organizational Influences on the Detection and Correction of Human Error
inferredcites →https://doi.org/10.1177/017084069301400303openalex-snapshot
Organizational Learning: A Review of Some Literatures
inferredcites →https://doi.org/10.1177/108602669500900203openalex-snapshot
Incident Reviews in High-Hazard Industries: Sense Making and Learning Under Ambiguity and Accountability
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Seeing Organizational Learning: A `Cultural' View
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What's Mine Is Ours, or Is It? A Study of Attitudes about Information Sharing
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The Local and Variegated Nature of Learning in Organizations: A Group-Level Perspective
inferredcites →https://doi.org/10.1287/orsc.2.1.116openalex-snapshot
The Nontraditional Quality of Organizational Learning
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Bounded Rationality and Organizational Learning
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Exploration and Exploitation in Organizational Learning
inferredcites →https://doi.org/10.2307/258322openalex-snapshot
Organizational Culture and Leadership
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Psychological Safety and Learning Behavior in Work Teams
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Care in Knowledge Creation
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Knowing "What" to Do Is Not Enough: Turning Knowledge into Action
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Common knowledge: how companies thrive by sharing what they know
inferredcites →https://doi.org/10.7551/mitpress/1881.001.0001openalex-snapshot
Cognition in the Wild

What points at this work

Incoming claims: where this work appears in other papers’ reference lists and arguments.

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Perceptions of Safety Management and Safety Culture: A Survey on the Crewmembers of the Air Force, Taiwan, Republic of China
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Psychological Perspectives in Organizational Learning: A Four‐Quadrant Approach
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Führung als Gegenstand der Organisationspädagogik
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Führung als Gegenstand der Organisationspädagogik
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Organisation und Theorie
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Führung als organisationspädagogische Kategorie
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Akteure des Wandels in Organisationen des Sozialwesens
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The Context
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Learning from Errors: The Role of After-Event Reviews
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Mafia organizations. The visible hand of criminal enterprise
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Introduction
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What Type of Organization Are Mafias?
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Organizational Architecture
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Organizational Orders
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Organizational Orders and the Use of Violence
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Mafia Rules
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Mafia Organizational Dilemmas
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References
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Index
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Debrief
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Implementing After-Action Review Systems in Organizations
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Communication for Change: Transactive Memory Systems as Dynamic Capabilities
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How do organizations refine their post‐merger integration routines over consecutive acquisitions?
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Time and Organizational Learning: A Review and Agenda for Future Research
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Learning from Errors: Cognition, Emotions and Safety Culture in the Italian Air Force
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Post-Inquiry Sensemaking: The Case of the ‘Black Saturday’ Bushfires
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Directed but Reflecting: Guided Team Reflexivity as an Intervention to Foster Team Performance Improvement Under Directive Leadership
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Augmented Reality
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The Management Education based on Online Informal Learning Technology
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Processus d'apprentissage dans les syndicats : le cas de la gestion algorithmique
inferred← citeshttps://doi.org/10.7202/1088443aropenalex-snapshot
Developing Leadership Skills Through Simulation-Based Training: A Research Framework and Interpretive Case Study
inferred← citeshttps://doi.org/10.7476/9789585005334openalex-snapshot
Los estudios organizacionales (‘organization studies’)
inferred← citeshttps://doi.org/10.7476/9789585005334.0001openalex-snapshot
Introducción
inferred← citeshttps://doi.org/10.7476/9789585005334.0002openalex-snapshot
Origen del campo
inferred← citeshttps://doi.org/10.7476/9789585005334.0003openalex-snapshot
Tradición teórica
inferred← citeshttps://doi.org/10.7476/9789585005334.0004openalex-snapshot
Tradición epistemológica y metodológica
inferred← citeshttps://doi.org/10.7476/9789585005334.0005openalex-snapshot
Principales herramientas/métodos
inferred← citeshttps://doi.org/10.7476/9789585005334.0006openalex-snapshot
Demarcación del campo
inferred← citeshttps://doi.org/10.7476/9789585005334.0007openalex-snapshot
Discusiones recientes
inferred← citeshttps://doi.org/10.7476/9789585005334.0008openalex-snapshot
Principales actores, publicaciones, instituciones y redes
inferred← citeshttps://doi.org/10.7476/9789585005334.0009openalex-snapshot
Perspectivas de trabajo futuro
inferred← citeshttps://doi.org/10.7476/9789585005334.0010openalex-snapshot
Conclusiones
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