Why hospitals don't learn from failures: Organizational and psychological dynamics that inhibit system change AL Tucker, AC Edmondson California management review 45 (2), 55-72, 2003 | 1210 | 2003 |
Implementing new practices: An empirical study of organizational learning in hospital intensive care units AL Tucker, IM Nembhard, AC Edmondson Management science 53 (6), 894-907, 2007 | 764 | 2007 |
Operational failures and interruptions in hospital nursing AL Tucker, SJ Spear Health services research 41 (3p1), 643-662, 2006 | 528 | 2006 |
When problem solving prevents organizational learning AL Tucker, AC Edmondson, S Spear Journal of Organizational Change Management 15 (2), 122-137, 2002 | 416 | 2002 |
The impact of operational failures on hospital nurses and their patients AL Tucker Journal of Operations Management 22 (2), 151-169, 2004 | 412 | 2004 |
The diseconomies of queue pooling: An empirical investigation of emergency department length of stay H Song, AL Tucker, KL Murrell Management Science 61 (12), 3032-3053, 2015 | 276 | 2015 |
An empirical study of system improvement by frontline employees in hospital units AL Tucker Manufacturing & Service Operations Management 9 (4), 492-505, 2007 | 232 | 2007 |
Past the point of speeding up: The negative effects of workload saturation on efficiency and patient severity JA Berry Jaeker, AL Tucker Management Science 63 (4), 1042-1062, 2017 | 230 | 2017 |
Closing the productivity gap: Improving worker productivity through public relative performance feedback and validation of best practices H Song, AL Tucker, KL Murrell, DR Vinson Management Science 64 (6), 2628-2649, 2018 | 226 | 2018 |
Deliberate learning to improve performance in dynamic service settings: Evidence from hospital intensive care units IM Nembhard, AL Tucker Organization Science 22 (4), 907-922, 2011 | 171 | 2011 |
Front‐line staff perspectives on opportunities for improving the safety and efficiency of hospital work systems AL Tucker, SJ Singer, JE Hayes, A Falwell Health services research 43 (5p2), 1807-1829, 2008 | 161 | 2008 |
The impact of combining conformance and experiential quality on hospitals’ readmissions and cost performance C Senot, A Chandrasekaran, PT Ward, AL Tucker, SD Moffatt-Bruce Management Science 62 (3), 829-848, 2016 | 158 | 2016 |
Managing routine exceptions: a model of nurse problem solving behavior AL Tucker, AC Edmondson Advances in health care management, 87-113, 2002 | 126 | 2002 |
The effectiveness of management‐by‐walking‐around: A randomized field study AL Tucker, SJ Singer Production and Operations Management 24 (2), 253-271, 2015 | 125 | 2015 |
Capacity pooling in hospitals: The hidden consequences of off-service placement H Song, AL Tucker, R Graue, S Moravick, JJ Yang Management Science 66 (9), 3825-3842, 2020 | 104 | 2020 |
The impact of workaround difficulty on frontline employees’ response to operational failures: A laboratory experiment on medication administration AL Tucker Management Science 62 (4), 1124-1144, 2016 | 79 | 2016 |
The evolving literature on safety WalkRounds: emerging themes and practical messages SJ Singer, AL Tucker BMJ Quality & Safety 23 (10), 789-800, 2014 | 71 | 2014 |
Designed for workarounds: a qualitative study of the causes of operational failures in hospitals AL Tucker, WS Heisler, LD Janisse The Permanente Journal 18 (3), 33, 2014 | 59 | 2014 |
The impact of middle manager affective commitment on perceived improvement program implementation success AK Fryer, AL Tucker, SJ Singer Health care management review 43 (3), 218-228, 2018 | 46 | 2018 |
Applying organizational learning research to accountable care organizations IM Nembhard, AL Tucker Medical Care Research and Review 73 (6), 673-684, 2016 | 45 | 2016 |