Collective Mind in Organizations: Heedful Interrelating on Flight Decks

Weick, Karl E.; Roberts, Karlene H.

doi:10.2307/2393372

Cited by 3,277 publications

(2,406 citation statements)

References 38 publications

(10 reference statements)

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“…Conversely, a horizontal acquisition may be made for obtaining technology. (Weick & Roberts, 1993), and focal points (Schelling, 1960). The common thread through these concepts is that they define a form of shared knowledge that enables interacting agents to accurately adjust and align their actions to each others-in other words to coordinate successfully.…”

Section: ================================================ = Common Grmentioning

confidence: 99%

Integrating Acquired Capabilities: When Structural Integration is (Un)Necessary

2005

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Section: ================================================ = Common Grmentioning

confidence: 99%

Integrating Acquired Capabilities: When Structural Integration is (Un)Necessary

2005

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“…Finally, one important characteristic of proactive behavior is mindfulness (Weick & Roberts, 1993). Grant and Ashford (2008) argue that proactive behavior has an intended impact, i.e.…”

Section: Proactiveness In Organizational Behaviormentioning

confidence: 99%

Exploring Proactive Market Strategies : Managing the Market to Create Value

Brege

2018

Linköping Studies in Science and Technology. Licentiate Thesis

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How can firms become more successful and achieve higher business performance? How can they manage more complex and dynamic markets and maintain a high competitiveness? The answer is: through a more proactive approach to managing the market and creating customer value. This thesis explores proactive market strategies, which are firm's proactive strategies for creating, communicating, and delivering superior value to their customers, thereby achieving superior business performance. Prior literature in market orientation has touched the area of proactiveness in firms' approach to the market, but never properly defines proactiveness and lacks a clear connection to actual firm activities. Thus, in order to better understand how firms can gain the performance benefits from proactiveness, this thesis sets out to explore what proactiveness in a market-strategic context entails and what proactive activities firms perform in implementing their proactive market strategies.The research is based on two papers, each detailing one of the two complementary branches of the research. The first paper presents the conceptual work, focusing on a typology of marketoriented strategic behaviors, which are important for understanding how firms can gain the potential performance benefits of market orientation and how they can achieve behavioral fit among their activities. The second paper presents the empirical work, focusing on the qualitative case study performed and the themes of proactiveness that emerged from it. These papers are then synthesized into a holistic view of proactive market strategies in the thesis.The thesis finds that proactiveness at the firm level in a marketing context means a firm is future-oriented, initiative-taking, change-inducing, and creative. With a basis in this definition and the extensive literature on market orientation, the thesis presents conceptual developments that are important for understanding proactiveness in market strategy, such as a framework for understanding market strategies through firm activities and one for identifying and categorizing different types of proactive activities. Furthermore, the thesis gives more detailed descriptions of the case firms and how their proactive activities help them achieve success.This results in a thorough exploration of proactive market strategies, which contributes to the marketing and strategic management literatures by clearly defining proactiveness, conceptualizing and describing proactive market strategies, and delineating proactive firm activities to better understand how firms are being proactive. In doing so, the thesis provides interesting directions for future research and presents interesting implications for managerial practice. vi vii SammanfattningHur kan företag bli mer framgångsrika och uppnå högre lönsamhet och tillväxt? Hur kan de hantera mer komplexa och dynamiska marknader medan de uppehåller en hög konkurrenskraft? Svaret är: genom en mer proaktiv hållning till att hantera marknaden och skapa kundvärde. Den här avhandlingen utf...

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“…More useful would be to look also at what is going right and then build on this, thereby reducing unpleasant surprises. This approach is described as moving from Safety-1 to Safety-2 (Eurocontrol 2013); there is some overlap with the theorising behind the 'High Reliability Organisations' approach (Rochlin, LaPorte et al 1987, Weick and Roberts 1993, Roberts and Bea 2001 and of 'Resilience engineering' (Leveson 2004, Hollnagel, Woods et al 2006, Dekker, Hollnagel et al 2008). …”

Section: Whole Systems Approachmentioning

confidence: 99%

Global drivers, sustainable manufacturing and systems ergonomics

2015

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This paper briefly explores the expected impact of the 'Global Drivers' (such as population demographics, food security; energy security; community security and safety), and the role of sustainability engineering in mitigating the potential effects of these Global Drivers. The message of the paper is that sustainability requires a significant input from Ergonomics/ Human Factors, but the profession needs some expansion in its thinking in order to make this contribution.Creating a future sustainable world in which people experience an acceptable way of life will not happen without a large input from manufacturing industry into all the Global Drivers, both in delivering products that meet sustainability criteria (such as durability, reliability, minimised material requirement and low energy consumption), and in developing sustainable processes to deliver products for sustainability (such as minimum waste, minimum emissions and low energy consumption). Appropriate changes are already being implemented in manufacturing industry, including new business models, new jobs and new skills.Considerable high-level planning around the world is in progress and is bringing about these changes; for example, there is the US 'Advanced Manufacturing National Program' (AMNP)', the German 'Industrie 4.0' plan, the French plan 'la nouvelle France industrielle' and the UK Foresight publications on the 'Future of Manufacturing'.All of these activities recognise the central part that humans will continue to play in the new manufacturing paradigms; however, they do not discuss many of the issues that systems ergonomics professionals acknowledge. This paper discusses a number of these issues, highlighting the need for some new thinking and knowledge capture by systems ergonomics professionals. Among these are ethical issues, job content and skills issues.Towards the end, there is a summary of knowledge extensions considered necessary in order that Systems Ergonomists can be fully effective in this new environment, together with suggestions for the means to acquire and disseminate the knowledge extensions.

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Collective Mind in Organizations: Heedful Interrelating on Flight Decks

Cited by 3,277 publications

References 38 publications

Integrating Acquired Capabilities: When Structural Integration is (Un)Necessary

Integrating Acquired Capabilities: When Structural Integration is (Un)Necessary

Exploring Proactive Market Strategies : Managing the Market to Create Value

Global drivers, sustainable manufacturing and systems ergonomics

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