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Anita L. Tucker
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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
11152003
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
6562007
Operational failures and interruptions in hospital nursing
AL Tucker, SJ Spear
Health services research 41 (3p1), 643-662, 2006
5022006
When problem solving prevents organizational learning
AL Tucker, AC Edmondson, S Spear
Journal of Organizational Change Management, 2002
3882002
The impact of operational failures on hospital nurses and their patients
AL Tucker
Journal of Operations Management 22 (2), 151-169, 2004
3802004
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
2402015
An empirical study of system improvement by frontline employees in hospital units
AL Tucker
Manufacturing & Service Operations Management 9 (4), 492-505, 2007
2022007
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
1712017
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
1642018
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
1592011
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
1472008
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
1282016
Managing routine exceptions: a model of nurse problem solving behavior
AL Tucker, AC Edmondson
Advances in health care management, 2002
1192002
The effectiveness of management‐by‐walking‐around: A randomized field study
AL Tucker, SJ Singer
Production and Operations Management 24 (2), 253-271, 2015
1022015
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
792020
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
662016
The evolving literature on safety WalkRounds: emerging themes and practical messages
SJ Singer, AL Tucker
BMJ Quality & Safety 23 (10), 789-800, 2014
602014
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
472014
Applying organizational learning research to accountable care organizations
IM Nembhard, AL Tucker
Medical Care Research and Review 73 (6), 673-684, 2016
402016
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
372018
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