Failure construction in organizations: exploring the effects of failure norms
Joel A. Kahn, Karl E. Weick, Daniel R. Denison, University of Michigan. School of Business Administration
University of Michigan, 1994 - Business & Economics - 352 pages
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LITERATURE REVIEW AND THEORETICAL 21 Li
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accept failure appropriate and required aspiration levels avoiding failure beliefs norms button cause maps Chapter characteristics or dimensions Click cognitive complexity cognitive dissonance cognitive maps concepts concern performance gap consequence of performance correlation creation and learning defensive interpretation described discussion effects of failure escalation of commitment example external attribution failure acceptance norms failure construction failure norms gaps and search gaps as failures goals groups teams Honda identified individual information creation interpretation of performance Karl Weick measures method MIND MAP model of organizational mouse non-failures null corrector objective performance observation organizational aspiration setting organizational learning perceived performance Perkin-Elmer powertrain team problem process disciplines product development teams rationalization and external relationship results suggest retrospective rationalization sample screen search for alternatives social construction Staw story strong failure acceptance structural equations model survey team leader team meetings team members team's theoretical model weak failure acceptance Weick