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Informationen zum Autor William H. Starbuck is ITT Professor of Creative Management in the Stern School of Business at New York University. He has been the editor of Administrative Science Quarterly and chaired the screening committee for senior Fulbright awards in business management; he was the President of the Academy of Management, and he is a Fellow in the Academy of Management, American Psychological Association, American Psychological Society, British Academy of Management, and Society for Industrial and Organizational Psychology. He has published more than 120 articles on accounting, bargaining, business strategy, computer programming, computer simulation, forecasting, decision-making, human--computer interaction, learning, organizational design, organizational growth and development, perception, scientific methods, and social revolutions. Moshe Farjoun is an associate professor at the Schulich School of Business, York University, Toronto. His research interests lie in the intersection of strategic management and organization. His research has explored market and organizational dynamics, particularly as they pertain to the processes of strategy formulation, implementation and change. His articles have appeared in Strategic Management Journal, Academy of Management Journal, Organization Science, and Academy of Management Review. Klappentext Tragedies like the Columbia disaster are distressing reminders that things can go wrong in large, highly regarded organizations. Although we embrace new technologies eagerly, we are reluctant to accept the risks of innovation. Moreover, some technologies and organizations may be too complex to control effectively. What makes some organizations more prone to accidents? Do the very measures taken to increase safety contribute to accidents? Can societies, organizations, and individuals learn from failures and reduce risks? Against this backdrop, Professors William H. Starbuck of New York University and Moshe Farjoun of York University have invited diverse experts to contribute insights about the Columbia accident and the organizational lessons it suggests. This book thus presents many viewpoints on the complex behavioral factors that led to disaster. Zusammenfassung * A timely analysis of the Columbia disaster and the organizational lessons that can be learned from it. * Includes contributions from those involved in the Investigation Board report into the incident. Inhaltsverzeichnis Notes on contributors. Foreword: Sean O'Keefe. Part I: Introduction. 1 Introduction: Organizational Aspects of the Columbia Disaster: Moshe Farjoun and William H. Starbuck (New York University). Part II: The Context of the Disaster . 2 History and Policy in the Space Shuttle Program: Moshe Farjoun (New York University). 3 System Effects: On Slippery Slopes, Repeating Negative Patterns, and Learning from Mistake? Diane Vaughan (Boston College). 4 Organizational Learning and Action in the Midst of Safety Drift: Revisiting the Space Shuttle Program's Recent History: Moshe Farjoun (New York University). 5 The Space Between in Space Transportation: A Relational Analysis of the Failure of STS-107: Karlene H. Roberts, Peter M. Madsen, Vinit M. Desai (University of California - Berkley). Part III: Influences on decision making . 6 The Opacity of Risk: Language and the Culture of Safety in NASA's Space Shuttle Program: Willie Ocasio (Northwestern University). 7 Coping with Temporal Uncertainty: When Rigid, Ambitious Deadlines Don't Make Sense: Sally Blount (New York University), Mary Waller (Tulane University), and Sophie Leroy (New York University). 8 Attention to Production Schedule and Safety as Determinants of Risk-Taking in NASA's Decision to Launch the Columbia Shuttle: Angela Bu...
