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Baum, J. A. C., K. B. Dahlin. 2007. Aspiration performance and railroads' rates of learning from train wrecks and crashes. Organ. Sci. 18(3) 368–385.
Beck, T. E., D. A. Plowman. 2009. Experiencing rare and unusual events richly: The role of middle managers in animating and guiding organizational interpretation. Organ. Sci. 20(5) 909–924.
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Desai, V. M. 2008. Constrained growth: How experience, legitimacy, and age influence risk taking in organizations. Organ. Sci. 19(4) 594–608.
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Kale, P., H. Singh. 2007. Building firm capabilities through learning: The role of the alliance learning process in alliance capability and firm-level alliance success. Strategic Management J. 28 981–1000.[CrossRef]
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Kim, J.-Y., J.-Y. Kim, A. S. Miner. 2009. Organizational learning from extreme performance experience: The impact of success and recovery experience. Organ. Sci. ePub ahead of print June 15, http://orgsci.journal.informs.org/cgi/content/abstract/orsc.1090.0439v1.
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Lampel, J., Z. Shapira. 2001. Judgmental errors, interactive norms, and the difficulty of detecting strategic surprises. Organ. Sci. 12(5) 599–611.
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Weick, K. E., K. M. Sutcliffe. 2006. Mindfulness and the quality of organizational attention. Organ. Sci. 17(4) 514–524.
Weick, K. E., K. M. Sutcliffe, D. Obstfeld. 2005. Organizing and the process of sensemaking. Organ. Sci. 16(4) 409–421.
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Zollo, M. 2009. Superstitious learning with rare strategic decisions: Theory and evidence from corporate acquisitions. Organ. Sci. 20(5) 894–908.
Zollo, M., Reuer. 2009. Experience spillovers across corporate development activities. Organ. Sci. Forthcoming.
Zollo, M., S. G. Winter. 2002. Deliberate learning and the evolution of dynamic capabilities. Organ. Sci. 13(3) 339–351.
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