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The Legacy of the High Reliability Organization Project
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The Legacy of the High Reliability Organization Project (2011)The Legacy of the High Reliability Organi…Applying systems thinking to analyze and learn from events (2010)Applying systems thinking to …Resilience Engineering: Concepts and Precepts (2006)Resilience Engineering: Conce…Organization at the limit: lessons from the Columbia disaster (2006)Organization at the limit: le…Organizing to Reduce the Vulnerabilities of Complexity (1999)Organizing to Reduce the Vuln…The Negotiated Order of Organizational Reliability (1993)The Negotiated Order of Organ…The Limits of Safety: Organizations, Accidents and Nuclear Weapons (1993)The Limits of Safety: Organiz…The Limits of Safety (1993)The Limits of SafetyNew Challenges to Understanding Organizations (1993)New Challenges to Understandi…Collective Mind in Organizations: Heedful Interrelating on Flight Decks (1993)Collective Mind in Organizati…Working in Practice But Not in Theory: Theoretical Challenges of “High-Reliability Organizations” (1991)Working in Practice But Not i…Searching for Safety (1990)Searching for SafetyHuman Error (1990)Human ErrorOrganizations: Rational, Natural, and Open Systems (1988)Organizations: Rational, Natu…Normal Accidents: Living with High Risk Technologies (1985)Normal Accidents: Living with…Organizations: Rational, Natural, and Open Systems. (1984)Organizations: Rational, Natu…New directions (1937)New directionsWhat have we learned about learning from accidents? Post-disasters reflections (2012)What have we learned about le…THE DISCOVERY OF GROUNDED THEORY: STRATEGIES FOR QUALITATIVE RESEARCH. By Barney G. Glaser and Anselm L. Strauss. Chicago: Aldine Publishing Company, 1967. 271 pp. $6.75 (1968)The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster (1993)Situated Learning: Legitimate Peripheral Participation. (1994)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Organizing and the Process of Sensemaking (2005)Mind, Self, and Society (2015)A BEHAVIORAL MODEL OF RATIONAL CHOICE (1955)The Science of "Muddling Through" (1959)A Garbage Can Model of Organizational Choice (1972)The Vulnerable System: An Analysis of the Tenerife Air Disaster (1990)Facing the Unexpected: Disaster Preparedness and Response in the United States (2002)Sensemaking in Organizations: Taking Stock and Moving Forward (2013)What-You-Look-For-Is-What-You-Find – The consequences of underlying accident models in eight accident investigation manuals (2009)From Safety-I to Safety-II: A White Paper (2015)Organizational Response to Adversity: Fusing Crisis Management and Resilience Research Streams (2017)A new accident model for engineering safer systems (2003)A place-based model for understanding community resilience to natural disasters (2008)STRATEGIC RESPONSES TO INSTITUTIONAL PROCESSES (1991)Managing Legitimacy: Strategic and Institutional Approaches (1995)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts (1997)Reconceptualizing the Determinants of Risk Behavior (1992)Understanding the concept of supply chain resilience (2009)Organizational resilience: a capability-based conceptualization (2019)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)Humans and Automation: Use, Misuse, Disuse, Abuse (1997)A group-level model of safety climate: Testing the effect of group climate on microaccidents in manufacturing jobs. (2000)A study of the lagged relationships among safety climate, safety motivation, safety behavior, and accidents at the individual and group levels. (2006)The myopia of learning (1993)Developing Design Propositions through Research Synthesis (2008)The Knowledge, Beliefs and Attitudes of the Mathematics Teacher: a model (1989)
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References

  • 1988Organizations: Rational, Natural, and Open Systems5,199 cited
  • 1990Human Error5,105 cited
  • 1985Normal Accidents: Living with High Risk Technologies4,962 cited
  • 1993Collective Mind in Organizations: Heedful Interrelating on Flight Decks4,382 cited
  • 2006Resilience Engineering: Concepts and Precepts2,905 cited
  • 1984Organizations: Rational, Natural, and Open Systems.1,825 cited
  • 1937New directions985 cited
  • 1990Searching for Safety911 cited
  • 1991Working in Practice But Not in Theory: Theoretical Challenges of “High-Reliability Organizations”801 cited
  • 1993The Limits of Safety642 cited
  • 1993The Limits of Safety: Organizations, Accidents and Nuclear Weapons598 cited
  • 2010Applying systems thinking to analyze and learn from events475 cited
  • 1993The Negotiated Order of Organizational Reliability442 cited
  • 1993New Challenges to Understanding Organizations372 cited
  • 2006Organization at the limit: lessons from the Columbia disaster328 cited
  • 1999Organizing to Reduce the Vulnerabilities of Complexity225 cited

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  • 2012What have we learned about learning from accidents? Post-disasters reflections102 cited