Learning Through Rare Events: Significant Interruptions at the Baltimore & Ohio Railroad Museum

References

• Albert S., Whetten D. A., Cummings L. L., Staw B. M. Organizational identity. Research in Organizational Behavior (1985) (JAI Press, Greenwich, CT) 263–296Google Scholar
• Argote L.Organizational Learning: Creating, Retaining, and Transferring Knowledge (1999) (Kluwer Academic Publishers, Norwell, MA) Google Scholar
• Baker K. Selling art to the masses: Are blockbuster shows watering down quality? San Francisco Chronicle (1996) August 25Google Scholar
• Baltimore & Ohio Railroad Museum, TheAnnual Report (2002) . http://www.borail.org/pdf/2002_annual_report.pdfGoogle Scholar
• Baltimore & Ohio Railroad Museum, TheAnnual Report (2003a) . http://www.borail.org/pdf/2003_annual_report.pdfGoogle Scholar
• Baltimore & Ohio Railroad Museum, The Baltimore & Ohio (B&O) Railroad museum cancels the Fair of the Iron Horse 175, Festival of Trains. (2003b) . http://www.borail.org/restoration/20030228.shtmlGoogle Scholar
• Baltimore & Ohio Railroad Museum, The About the museum: History of the museum. (2007) . http://www.borail.org/history-of-museum.shtmlGoogle Scholar
• Barnett C. K., Pratt M. G. From threat-rigidity to flexibility: Toward a learning model of autogenic crisis in organizations. J. Organ. Change Management (2000) 13(1):74–88Crossref, Google Scholar
• Beatty J.The World According to Peter Drucker (1998) (Broadway Press, New York) Google Scholar
• Beunza D., Stark D. The organization of responsiveness: Innovation and recovery in the trading rooms of lower Manhattan. Socio-Economic Rev. (2003) 1(2):135–164Crossref, Google Scholar
• Brown A. D., Starkey K. Organizational identity and learning: A psychodynamic perspective. Acad. Management Rev. (2000) 25(1):102–120Crossref, Google Scholar
• Crossan M. M., Lane H. W., White R. E. An organizational learning framework: From intuition to institution. Acad. Management Rev. (1999) 24(3):522–537Crossref, Google Scholar
• Daft R. L., Weick K. E. Toward a model of organizations as interpretation systems. Acad. Management Rev. (1984) 9(2):284–295Crossref, Google Scholar
• Dewey J.Human Nature and Conduct (1922/2002) (Dover, Mineola, NY) Google Scholar
• Duncan R. B., Weiss A., Cummings L. L., Staw B. M. Organizational learning: Implications for organizational design. Research in Organizational Behavior (1979) (JAI Press, Greenwich, CT) 75–123Google Scholar
• Dutton J. E., Dukerich J. M. Keeping an eye on the mirror: Image and identity in organizational adaptation. Acad. Management J. (1991) 34(3):517–554Crossref, Google Scholar
• Eisenberg E. M. Ambiguity as strategy in organizational communication. Comm. Monographs (1984) 51:227–252Crossref, Google Scholar
• Esplund L. What you won't see here. New York Sun (2005) September 1). http://www.nysun.com/article/19469Google Scholar
• Feldman M. S., Pentland B. T. Reconceptualizing organizational routines as a source of flexibility and change. Admin. Sci. Quart. (2003) 48(1):94–118Crossref, Google Scholar
• Fiol C. M., Lyles M. A. Organizational learning. Acad. Management Rev. (1985) 10(4):803–813Crossref, Google Scholar
• Friedland R., Alford R. R., Powell W. W., DiMaggio P. J. Bringing society back in: Symbols, practices, and institutional contradictions. The New Institutionalism in Organizational Analysis (1991) (University of Chicago Press, Chicago) 232–266Google Scholar
• Gioia D. A., Chittipeddi K. Sensemaking and sensegiving in strategic change initiation. Strategic Management J. (1991) 12(6):433–448Crossref, Google Scholar
• Glaser B. G., Strauss A. L.The Discovery of Grounded Theory: Strategies for Qualitative Research (1967) (Aldine de Gruyter, New York) Google Scholar
• Glynn M. A., Lounsbury M. From the critics' corner: Logic blending, discursive change, and authenticity in a cultural production system. J. Management Stud. (2005) 42(5):1031–1055Crossref, Google Scholar
• Huber G. P. Organizational learning: The contributing processes and literature. Organ. Sci. (1991) 2(1):88–115Crossref, Google Scholar
• Huber G. P.The Necessary Nature of Future Firms: Attributes of Survivors in a Changing World (2004) (Sage Publications, Thousand Oaks, CA) Google Scholar
• Hwang P., Lichtenthal J. D. Anatomy of organizational crises. J. Contingencies Crisis Management (2000) 8(3):129–140Crossref, Google Scholar
• Jett Q. R., George J. M. Work interrupted: A closer look at the role of interruptions in organizational life. Acad. Management Rev. (2003) 28(3):494–507Crossref, Google Scholar
• Kogut B., Zander U. What firms do: Coordination, identity, and learning. Organ. Sci. (1996) 7(5):502–518Link, Google Scholar
• Lagadec P.Preventing Chaos in a Crisis: Strategies for Prevention, Control, and Damage Limitation (1993) (McGraw Hill Europe, Berkshire, UK) Google Scholar
• Lee T. W., Mitchell T. R., Sablynski C. J. Qualitative research in organizational and vocational psychology, 1979–1999. J. Voc. Behav. (1999) 55(2):161–187Crossref, Google Scholar
• Levitt B., March J. G. Organizational learning. Ann. Rev. Sociol. (1988) 14:319–340Crossref, Google Scholar
• Levy D. M. The act as a unit. Psychiatry (1962) 25:295–314Google Scholar
• Lipshitz R., Popper M. Organizational learning in a hospital. J. Appl. Behav. Sci. (2000) 36(3):345–361Crossref, Google Scholar
• Locke K.Grounded Theory in Management Research (2001) (Sage Publications, Thousand Oaks, CA) Google Scholar
• National Climatic Data Center Selected U.S. city and state extremes: February 2003. (2007) . http://www.ncdc.noaa.gov/oa/climate/research/2003/feb/februaryext2003.htmlGoogle Scholar
• Pearson C. M., Clair J. A. Reframing crisis management. Acad. Management Rev. (1998) 23(1):59–76Crossref, Google Scholar
• Pfeffer J., Salancik G. R.The External Control of Organizations: A Resource Dependence Perspective (1978) (Harper & Row, New York) Google Scholar
• Rockney W. B., Coleman P. S. The rebirth of Baldwin's Cathedral. Civil Engrg. (2005) 75(2):53–63Google Scholar
• Roux-Dufort C. Is crisis management (only) a management of exceptions? J. Contingencies Crisis Management (2007) 15(2):105–114Crossref, Google Scholar
• Rudolph J. W., Repenning N. P. Disaster dynamics: Understanding the role of quantity in organizational collapse. Admin. Sci. Quart. (2002) 47(1):1–30Crossref, Google Scholar
• Shrivastava P., Mitroff I. I., Miller D., Miglani A. Understanding industrial crises. J. Management Stud. (1988) 25(4):285–303Crossref, Google Scholar
• Sitkin S. B., Sutcliffe K. M., Weick K. E., Dorf R. Organizational learning. The Technology Management Handbook (1998) (CRC Press, Boca Raton, FL) 70–76Google Scholar
• Starbuck W. H., Farjoun M.Organization at the Limit (2005) (Blackwell Publishing, New York) Google Scholar
• Staw B. M., Sandelands L. E., Dutton J. E. Threat-rigidity effects in organizational behavior: A multilevel analysis. Admin. Sci. Quart. (1981) 26(4):501–524Crossref, Google Scholar
• Sutcliffe K. M., Vogus T. J., Cameron K. S., Dutton J. E., Quinn R. E. Organizing for resilience. Positive Organizational Scholarship: Foundations of a New Discipline (2003) (Berrett-Koehler Publishers, San Francisco) 94–110Google Scholar
• Taylor J. R., Van Every E. J.The Emergent Organization: Communication as Its Site and Surface (2000) (Erlbaum, Mahwah, NJ) Google Scholar
• Weick K. E. Enacted sensemaking in crisis situations. J. Management Stud. (1988) 25(4):305–317Crossref, Google Scholar
• Weick K. E. The non-traditional quality of organizational learning. Organ. Sci. (1991) 2(1):116–124Crossref, Google Scholar
• Weick K. E. The generative properties of richness. Acad. Management J. (2007) 50(1):14–19Crossref, Google Scholar
• Weick K. E., Roberts K. H. Collective mind in organizations: Heedful interrelating on flight decks. Admin. Sci. Quart. (1993) 38(3):357–381Crossref, Google Scholar
• Weick K. E., Sutcliffe K. M., Obstfeld D. Organizing and the process of sensemaking. Organ. Sci. (2005) 16(4):409–421Link, Google Scholar
• Wildavsky A.Searching for Safety (1988) (Transaction, New Brunswick, NJ) Google Scholar
• Wilson C. Tragedy to triumph: Restoring the Baltimore & Ohio Railroad museum. (2005) Presentation, University of Michigan, Ann Arbor(October 27Google Scholar
• Yin R. K.Case Study Research: Design and Methods (2003) 3rd ed.(Sage, Thousand Oaks, CA) Google Scholar