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From Deadlock to Dead End: The Normal Accidents‐ High Reliability Debate Revisited
10 references·9 citing·42 second hop
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References

  • 1993Collective Mind in Organizations: Heedful Interrelating on Flight Decks4,382 cited
  • 1984Normal Accidents: Living with High-Risk Technologies.2,861 cited
  • 1991Working in Practice But Not in Theory: Theoretical Challenges of “High-Reliability Organizations”801 cited
  • 1993The Limits of Safety642 cited
  • 1999Mission Improbable: Using Fantasy Documents to Tame Disaster531 cited
  • 1993The Negotiated Order of Organizational Reliability442 cited
  • 2001Managing Crises: Threats, Dilemmas, Opportunities419 cited
  • 2007Naturalistic Decision Making400 cited
  • 1994Decision Dynamics in Two High Reliability Military Organizations245 cited
  • 1984Making Sense of Organizationally Based Environmental Disasters168 cited

Cited by

  • 2021The Dark and Bright Sides of Complexity: A Dual Perspective on Supply Network Resilience112 cited
  • 2018Beyond “bouncing back”: Towards an integral, capability‐based understanding of organizational resilience92 cited
  • 2006A Real-Time Revolution in Routines87 cited
  • 2008Supply Chain Resilience: Development of a Conceptual Framework, an Assessment Tool and an Implementation Process66 cited
  • 2007A framework for dynamic safety and risk management modeling in complex engineering systems

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44 cited
  • 2022Disentangling the multifaceted effects of supply base complexity on supply chain agility and resilience35 cited
  • 2011On Components and Relations in Sociotechnical Systems32 cited
  • 2013Lean management as a countermeasure for “Normal” disruptions30 cited
  • 2013The Reliability of Energy Infrastructures; The Organizational Requirements of Technical Operations8 cited