Anita L. Tucker
Cited by
Cited by
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
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
Operational failures and interruptions in hospital nursing
AL Tucker, SJ Spear
Health services research 41 (3p1), 643-662, 2006
When problem solving prevents organizational learning
AL Tucker, AC Edmondson, S Spear
Journal of Organizational Change Management, 2002
The impact of operational failures on hospital nurses and their patients
AL Tucker
Journal of Operations Management 22 (2), 151-169, 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
An empirical study of system improvement by frontline employees in hospital units
AL Tucker
Manufacturing & Service Operations Management 9 (4), 492-505, 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
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
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
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
Managing routine exceptions: a model of nurse problem solving behavior
AL Tucker, AC Edmondson
Advances in health care management, 2002
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
The effectiveness of management‐by‐walking‐around: A randomized field study
AL Tucker, SJ Singer
Production and Operations Management 24 (2), 253-271, 2015
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
The evolving literature on safety WalkRounds: emerging themes and practical messages
SJ Singer, AL Tucker
BMJ quality & safety 23 (10), 789-800, 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
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
Capacity pooling in hospitals: The hidden consequences of off-service placement
H Song, AL Tucker, R Graue, S Moravik, J Yang
Management Science, 2019
Applying organizational learning research to accountable care organizations
IM Nembhard, AL Tucker
Medical Care Research and Review 73 (6), 673-684, 2016
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