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1.Jett, Q.R., and George, J.M. "Work interrupted: A closer look at the role of interruptions in organizational life," Academy of Management Review (28:3) 2003, pp 494-507.
2.Langer, E., Hatem, M., Joss, J., and Howell, M. "Conditional teaching and mindful learning," Creativity Research Journal (2:3) 1989, p 139 — 150. 3.Langer, E.J. Mindfulness, Addison-Wesley, Redding, MA, 1989a. 4.Langer, E.J. "Minding matters: The consequences of mindlessness/mindfulness," in: Advances in Experimental Social Psychology, L. Berkowitz (ed.), Academic Press, 1989b, pp. 137–173. 5.Levinthal, D., and Rerup, C. "Crossing an apparent chasm: Bridging mindful and less-mindful perspectives on organizational learning," Organization Science (17:4) 2006, pp 502-513. 6.Vidgen, R., and Wang, X. "Coevolving systems and the organization of agile software development," Information Systems Research (20:3) 2009, pp 355-376. 7.Weick, K.E., and Sutcliffe, K.M. "Managing the Unexpected: Assuring High Performance in an Age of Complexity," Jossey-Bass, San Francisco, CA, 2001. 8.Weick, K.E., Sutcliffe, K.M., and Obstfeld, D. "Organizing for High Reliability: Processes of Collective Mindfulness," Research in Organizational Behavior (21) 1999, pp 81-123. |
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