Managing the unexpected: resilient performance in an age of uncertainty, second edition

By Karl E. Weick, Kathleen M. Sutcliffe. 2007

1,710 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/3f03ce424ee83376ac1088904dc711e6d06eba6a

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Citations in the corpus

Organizing Ambiguity: A Grounded Theory of Leadership and Sensemaking Within Dangerous Contexts (2010, background): “Furthermore, the literature on high-reliability organizations, which by definition continuously operate in dangerous contexts (e.g., Weick & Roberts, 1993; Weick & Sutcliffe, 2007), suggests that the ambiguity present in these contexts is a common source of potentially disastrous errors.”
Turning on the tap: the benefits of using ‘real-life’ vignettes in qualitative research interviews (2020, result): “If confirmed, it would add to earlier findings of how ‘High Reliability Organizations’ (HROs) balance structure and flexibility (Schulman, 1993; Faraj and Xiao, 2006; Weick and Sutcliffe, 2007).”
Learning Agility: In Search of Conceptual Clarity and Theoretical Grounding (2012, background): “…seek out developmental opportunities (Birdi, Allan, & Warr, 1997; Colquitt & 258 Simmering, 1998; Spreitzer et al., 1997), the recognition of when new skills or behaviors are required (Van Velsor et al., 2004), and resilience in the face of adversity or unexpected events (Weick & Sutcliffe, 2007).”
Designing resilient institutions for transboundary crisis management : A time for public administration (2016, background): “…point out that some organizations have found ways to reliably work with complex technologies and critical infrastructure failures; the implicit promise holds that organizational practices can be reformed to make accidents less likely (LaPorte 1996; Weick and Sutcliffe 2007; Roe and Schulman 2016).”
The affective foundations of high-reliability organizing (2014, background): “We suggest that emotional ambivalence—the simultaneous experience of contradictory feelings—will be particularly beneficial to HROs in creating balance between confidence and caution.”
Embrace•perform•model: Complexity theory, contrarian case analysis, and multiple realities (2014, background): “The causal asymmetry principle serves as a foundation principle of complexity theory in research on “highly reliable organizations” (HROs) (Weick & Sutcliffe, 2001, 2007; Weick, Sutcliffe, & Obstfeld, 1999).”
Sensemaking in Organizations: Taking Stock and Moving Forward (2014, background): “They do this significantly through practices such as having a “preoccupation with failure”, a “reluctance to simplify”, and a “sensitivity to operations” (Weick & Sutcliffe, 2007) that enable members to catch problems early, noticing and acting upon weak cues.”
MINDFULNESS AT WORK (2011, background): “Recent work on collective mindfulness (Weick & Sutcliffe, 2006, 2007) has shifted somewhat from a focus on action capacities to awareness.”
Risk assessment and risk management: Review of recent advances on their foundation (2016, background): “Considerable work has been conducted on this topic in recent years; see for example Weick and Sutcliffe (2007), Lundberg and Johansson (2015), Sahebjamnia, Torabi, and Mansouri (2015), Patterson and Wears (2015), Righi, Saurin, and Wachs (2015) and Bergström, van Winsen, and Henriqson (2015) .”
Antecedents of organizational resilience in economic crises—an empirical study of Swedish textile and clothing SMEs (2012, background): “Operationally, such learning capabilities and mindfulness align the organization not only structurally and strategically but also cognitively towards the demands of the crises for building resilience (Weick and Sutcliffe, 2007).”
Developing a capacity for organizational resilience through strategic human resource management (2011, background): “In addition, alertness, or mindfulness that prompts an organization to continuously consider and refine its expectations and perspectives on current functioning enables a firm to more adeptly manage environmental complexities (Weick & Sutcliffe, 2007).”
Accommodation decision-making during the COVID-19 pandemic: Complexity insights from Greece (2020, unknown): “Research wise, this principle operates as a basis of complexity theory (Weick and Sutcliffe, 2007).”