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The authors formulated a conceptual framework for companies that need to go beyond the standard crisis management concepts. 2012-01-24 · Weick and Sutcliffe try to convince us that managing an aircraft carrier is the same as running a business, but one can be a bit skeptical. It is rare that your business is threatened by a missile, for instance, and the commander of a carrier does not have to earn a return on capital. Weick K, Sutcliffe K. 2007.

Weick and sutcliffe

2002 . Managing the unexpected : Assuring high performance in an age of complexity . Sutcliffe, K. & Wieck, K. 2007. Managing the Unexpected.

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NOMIE ERIKSSON HÖGSKOLAN I SKÖVDE. Tillförlitlighet. av J Fasth — (resilience) (Linnenluecke, 2015; Sutcliffe & Vogus, 2003).

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Organization Science 17(4), pp. 514-524, ? 2006 INFORMS 515. To view the life of Weick and Kathleen M. Sutcliffe (2001 version, ISBN 0787956279, a revised updated version has been published in the meantime).

viss handling, vilket sker genom meningsskapande (Weick 1995). är att som organisation ha motståndskraft1 (Weick och Sutcliffe 2007), det. Artikel Weick, Karl., Sutcliffe, K. M., & Obstfeld, D. (2005). "Organizing and the process of sensemaking." Organization Science, 16(4): 409-421. (POLISENS Läs Managing the Unexpected: Sustained Performance in a Complex World [Third Edition] Gratis av Kathleen M. Sutcliffe & Karl E. Weick ✓ Finns som Hitta alla studieresurser för Governare l'inatteso. Organizzazioni capaci di affrontare le crisi con successo av Karl E. Weick; Kathleen M. Sutcliffe.
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We identified two schools of thought from safety management whose adoption yield further insights in 6 avr. 2010 Sutcliffe · Karl Weick est depuis longtemps connu pour ses travaux sur la théorie des organisations. En particulier, ses travaux portent sur la 3 Dec 2020 As Weick and Sutcliffe (2007) explain, mindful organizing is a consistent way of organizing a team's behaviour that leads to a greater range of 18 Jul 2017 Karl E Weick and Kathleen M. Sutcliffe describe 5 principles of high reliability organizations in their book “Managing the Unexpected: Resilient 8 maart 2016 Rampen, crises en 'high reliability organization'. Het vernieuwde 'Managing the Unexpected' van Weick en Sutcliffe komt voort uit een reeks (Rochlin e.a., 1987; Weick, 1987; Roberts, 1990) om geobserveerde overeenkomsten functioneren, zelfs bij storingen (Weick en Sutcliffe, 2007).

Artikel Weick, Karl., Sutcliffe, K. M., & Obstfeld, D. (2005).
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Wie Unternehmen aus Extremsituationen lernen, Stuttgart 2003. ↵ 34. Joanna Bourke, An PP Weick. K E, Sutcliffe, K M. & Obstfeld, D (2005): Organizing and the Process of Sensemaking.

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Organizing for high reliability: Processes of collective mindfulness. @inproceedings{Weick1999OrganizingFH, title={Organizing for high reliability: Processes of collective mindfulness.}, author={K. Weick and K. Sutcliffe and David Obstfeld}, year={1999} } A key turning point was Karl Weick, Kathleen M. Sutcliffe, and David Obstfeld's reconceptualization of the literature on high reliability. In Managing the Unexpected, Karl E. Weick and Kathleen Sutcliffe argue that high-reliability organizations exhibit “mindfulness.” Basically, mindfulness indicates a combination of high alertness, Weick and Sutcliffe, in a systematic review, showed how organizational mindfulness can play a key role in the ability to manage difficult situations and error-intolerance in high-reliability Authors Karl Weick and Kathleen Sutcliffe answer this question by pointing to high reliability organizations (HROs), such as emergency rooms in hospitals, flight operations of aircraft carriers, and firefighting units, as models to follow.