The Incident Command System: High-Reliability Organizing for Complex and Volatile Task Environments

By Gregory A. Bigley, Karlene H. Roberts. 2001

1,018 citations recorded by the source corpus.

Subfields: Chemical Health and Safety, Radiological and Ultrasound Technology, Statistics and Probability

View Paper: https://www.semanticscholar.org/paper/1a6cde7ae7dd492c622948e2a037637249fd72a0

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Citations in the corpus

Dynamic Delegation: Shared, Hierarchical, and Deindividualized Leadership in Extreme Action Teams (2006, methodology): “…1984; Eisenhardt, 1989; Strauss and Corbin, 1990) and recent exemplars of grounded theory development (e.g., Elsbach and Kramer, 1996; Ibarra, 1999; Bigley and Roberts, 2001), we conducted a qualitative investigation of leadership in the TRU, collecting multiple sources of data in two distinct…”
Entrepreneurial Effectuation: A Review and Suggestions for Future Research (2012, background): “Some of these studies could examine the relationships between effectuation and bricolage (Baker & Nelson, 2005), improvisation (Miner, Bassoff, & Moorman, 2001), ad hoc decision making (Denrell, Fang, & Winter, 2003), and temporary organizations (Bigley & Roberts, 2001). Types of Data to Collect. Re”
Optimal Structure, Market Dynamism, and the Strategy of Simple Rules (2009, background): “…loose coupling, ambidexterity, and improvisation are key, including creativity (Amabile, 1996), innovation (Davis, 2009), group problem solving (Bigley and Roberts, 2001; Okhuysen and Eisenhardt, 2002), organizational change (Tushman and O’Reilly, 1996; Gilbert, 2005), and organizational…”
Workplace safety (2016, methodology): “Using the literature on high-reliability organizations as a conceptual basis (see Bigley & Roberts, 2001; Hofmann, Jacobs, & Landy, 1995; Weick, Sutcliffe, & Obstfeld, 1999), we define workplace safety as an attribute of work systems reflecting the (low) likelihood of physical harm—whether…”
Coordinating Expertise Among Emergent Groups Responding to Disasters (2007, background): “The formal system assumes that responding organizations are known ahead of time, have trained together, and are available when needed (Bigley and Roberts 2001, Trainor 2004).”
Reflection and Mindfulness in Organizations: Rationales and Possibilities for Integration (2009, methodology): “guidelines for the implementation and change of procedures (Bigley and Roberts, 2001; Schulman, 1993).”
Wildfire Prediction to Inform Fire Management: Statistical Science Challenges (2013, background): “It provides a flexible organizational structure that can be expanded depending on the complexity of the incident (Bigley and Roberts, 2001).”
Learning in Projects, Remembering in Networks? (2004, background): “structuring on a moment-to -moment basis (see Bigley and Roberts 2001: 1282).”
Home country uncertainty and the internationalization-performance relationship: Building an uncertainty management capability (2017, background): “In sum, drawing from the literature on resilience and organizational learning (Levitt & March, 1988; Bigley & Roberts, 2001; Pearson & Clair, 1998) we argue that being exposed to high uncertainty at home leads firms to learn and develop an uncertainty management capability that makes them more…”
Learning from past experience: Footnotes on mindfulness and habitual entrepreneurship (2005, background): “Problems migrate to the people who are best qualified to solve them, whether or not they are at the top of the organization ( Bigley & Roberts, 2001 ).”
Organizational Mindfulness and Mindful Organizing: A Reconciliation and Path Forward (2012, background): “In contrast, as organizations grow in size (e.g., a firefighting crew grows into an incident command system), organizational mindfulness can become fragmented and even degrade (Bigley & Roberts, 2001).”
Restoration of Services in Interdependent Infrastructure Systems: A Network Flows Approach (2007, background): “federal, state, county or city level, but within organizations responsible for operation of the infrastructure systems [9, 10 ].”
Organizational response to adversity: Fusing crisis management and resilience research streams (2017, background): “These attentional differences influence preparation, decision-making, and resource allocation for everyday occurrences and major disruptions (Bigley & Roberts, 2001; Perrow, 2011).”
Trust in Typical and High-Reliability Contexts: Building and Reacting to Trust among Firefighters (2011, background): “With respect to situational danger, the importance of high reliability becomes paramount when the core production tasks or the outcomes of those tasks are inher- ently hazardous or dangerous (Bigley & Roberts, 2001; Weick et al., 1999).”
No Workflow Can Ever Be Enough (2017, background): “, improvised) modes of coordination fully satisfy the coordination needs of high-velocity and unpredictable organizations [12, 13, 23].”