Organizational Differences in Rates of Learning: Evidence from the Adoption of Minimally Invasive Cardiac Surgery
Published Online:1 Jun 2001https://doi.org/10.1287/mnsc.47.6.752.9811
References
- Shared learning. Management Sci. (1990) 36(8):938–957Link, Google Scholar
- Behind the learning curve: A sketch of the learning process. Management Sci. (1991) 37(3):267–281Link, Google Scholar
- Organizational learning curves: Persistence, transfer and turnover. Internat. J. Tech. Management (1996) 11(7,8):759–769Google Scholar
- Learning curves in manufacturing. Science (1990) 247:920–924Crossref, Google Scholar
- The persistence and transfer of learning in industrial settings. Management Sci. (1990) 36(2):140–154Link, Google Scholar
- Group learning curves: The effects of turnover and task complexity on group performance. J. Appl. Soc. Psych. (1995) 25(6):512–529Crossref, Google Scholar
- Organizational Learning: A Theory of Action Perspective (1978) (Addison-Wesley, Reading, MA) Google Scholar
- Absorptive capacity: A new perspective on learning and innovation. Admin. Sci. Quart. (1990) 35(1):128–152Crossref, Google Scholar
- Volume requirements for cardiac surgery credentialing: A critical examination. The ad hoc committee on cardiac surgery credentialing of The Society of Thoracic Surgeons. Ann. Thoracic Surgery (1996) 61(1):12–16Crossref, Google Scholar
- Organizational learning: Implications for organizational design. Res. Organ. Behavior (1979) 1(4):75–125Google Scholar
- Treating progress functions as a managerial opportunity. Acad. Management Rev. (1984) 9(2):235–247Crossref, Google Scholar
- Learning new technical and interpersonal routines in operating room teams: The case of minimally invasive cardiac surgery. Research on Managing Groups and Teams (2001) (Jai Press, Greenwich, CT) 29–51Google Scholar
- When to learn how and when to learn why: Appropriate organizational learning processes as a source of competitive advantage. Organizational Learning and Competitive Advantage (1996) (Sage Publications, London, U.K.) Crossref, Google Scholar
- From organizational learning to the learning organization. Management Learning (1998) 29(1):5–20Crossref, Google Scholar
- Organizational learning curves: A method for investigating intra-plant transfer of knowledge acquired through learning by doing. Organ. Sci. (1991) 2(1):58–70Link, Google Scholar
- The learning curve in the production of semiconductor memory chips. Appl. Econom. (1992) 24:885–894Crossref, Google Scholar
- The yield factor and the learning curve in semiconductor production. Appl. Econom. (1994) 26(8):837–843Crossref, Google Scholar
- The relation between volume and outcome in health care. New England J. Medicine (1999) 340(21):1677–1679Crossref, Google Scholar
- Harvard Business School Case Number 9-696-015, Massachusetts General Hospital:CABG Surgery (A)Google Scholar
- Harvard Business School Case Number 9-696, Partners HealthCare System, Inc.(B): Cardiac Care ImprovementGoogle Scholar
- Process innovation and learning by doing in semiconductor manufacturing. Management Sci. (1998) 44(11):1461–1477Link, Google Scholar
- Why some factories are more productive than others. Harvard Bus. Rev. (1986) 64(9./10):66–74Google Scholar
- Learning by doing and competition in the early rayon industry. Rand J. Econom. (1994) 25:441–454Crossref, Google Scholar
- Organizational learning. Ann. Rev. Soc. (1988) 14:319–340Crossref, Google Scholar
- Hospital Volume, Physician Volume, and Patient Outcomes: Assessing the Evidence (1990) (Health Administration Press, Ann Arbor, MI) Google Scholar
- The Icarus Paradox: How Exceptional Companies Bring About Their Own Downfall (1990) (Harper Business, New York) Google Scholar
- Ugly duckling no more: Pasts and futures of organizational learning research. Organ. Sci. (1996) 7(1):88–99Link, Google Scholar
- Training people to work in groups. Theory and Research on Small Groups: Social and Psychological Applications to Social Issues (1998) (Plenum Press, New York) Google Scholar
- The Schumpeterian tradeoff revisited. Amer. Econom. Rev. (1982) 72(1):114–132Google Scholar
- The core competence of the corporation. Harvard Bus. Rev. (1990) 68(3):79–91Google Scholar
- Adverse cerebral outcomes after coronary bypass surgery. New England J. Medicine (1996) 335(25):1857–1863Crossref, Google Scholar
- Perspectives on Technology (1976) (Cambridge University Press, Cambridge, U.K.) Crossref, Google Scholar
- Basic Research Methods (1982) (Random House, New York) Google Scholar
- The Fifth Discipline: The Art and Practice of the Learning Organization (1990) (Doubleday/Currency, New York) Google Scholar
- What's experience got to do with it? Sources of cost reduction in a large speciality chemicals producer. Management Sci. (2000) 46(1):28–45Link, Google Scholar
- Dynamic capabilities of firms: An introduction. Industr. Corporate Change (1995) 3(3):537–556Crossref, Google Scholar
- Dynamic capabilities and strategic management. Strategic Management J. (1997) 18(7):509–533Crossref, Google Scholar
- The dominant role of users in the scientific instrument innovation process. Res. Policy (1976) 5(3):212–239Crossref, Google Scholar
- Appropriability of innovation benefit as a predictor of the source of innovation. Res. Policy (1982) 11(2):95–115Crossref, Google Scholar
- How learning is done: Problem identification in novel process equipment. Res. Policy (1995) 24(1):1–12Crossref, Google Scholar
- A resource-based view of the firm. Strategic Management J. (1984) 5(2):171–180Crossref, Google Scholar
- Factors affecting the costs of airplanes. J. Aeronautical Sci. (1936) 3:122–128Crossref, Google Scholar

