Reliability seeking virtual organizations: Challenges for high reliability organizations and resilience engineering

Grabowski, Martha; Roberts, Karlene H.

doi:10.1016/j.ssci.2016.02.016

Cited by 34 publications

(20 citation statements)

References 105 publications

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“…These have included transportation, aviation and military (Roberts et al, 1994;La Porte & Consolini, 1998;Busby, 2006;Jeffcott et al, 2006;O'Neil, 2011); nuclear (Bierly & Spender, 1995;Ashley et al, 2009); fire and disasters (Keller, 2004;Weick & Sutcliffe, 2007;Berardi, 2010); and healthcare (Baker et al, 2006;Frankel et al 2006;Madsen et al, 2006;Roberts et al 2005;Stralen et al 2006;Tamuz & Harrison, 2006;Vogus & Sutcliffe, 2007a;Costella et al, 2009;Riley, 2009;Samuels, 2010;Sutcliffe, 2011;Hales & Chakravorty, 2016). There have also been some HRO research with respect to space (Schulman, 2008); energy (Hoffmann et al, 1995;Miller, 2009;Hopkins, 2009;Lekka & Sugden, 2011); education (Stringfield, 1995;Taylor & Angelle, 2000;Azzaro, 2005;Bellamy et al, 2005;Stringfield et al, 2008); food retail (Ciravenga & Brenes, 2016); Information technology ( Valorinta, 2009;Carlo et al, 2012) and virtual organisations (Grabowski & Roberts, 2016). Some have aimed at the relationship with other concepts such as resilience engineering (Aven & Krohn, 2014;Righi et al, 2015;Bergstrom et al, 2015;…”

Section: Introductionmentioning

confidence: 99%

Disaster prevention through a harmonized framework for high reliability organisations

2019

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The increasing havoc wrecked by catastrophic incidents on organisations worldwide, as well as the increasing devastating effects of these incidents, has necessitated the development of a framework to improve the reliability of organisations. Despite operating in tightly coupled and complex technologies, high reliability organisations (HROs) continue to operate mindfully with minimal incidents. Given that most disasters have occurred in organisations and industries not considered as truly HROs, this paper argues that applying organisational learning from HROs across diverse organisations in different industries could potentially reduce organisational disasters. This paper recognised the numerous researches in HRO theory, but noticed the unavailability of a harmonized measurable framework that could be standardized and applied across diverse organisations. Using the HRO principles, this paper conducted a research in 8 organisations, in 3 industries across 2 continents. It developed the organisational reliability maturity model (ORM 2 ) to track the progression organisations through 5 maturity levels. It developed the framework for organisational reliability maturity (FORM) to measure maturity levels of organisations, predict potentials for disasters, benchmark, and improvement organisations. It is hoped that this paper will deepen existing research in disaster prevention and HRO theory, while opening up new areas of knowledge.

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Section: Introductionmentioning

confidence: 99%

Disaster prevention through a harmonized framework for high reliability organisations

2019

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“…What was transferable from one industry to another? Their detailed descriptions, empirical fieldwork, and conceptual propositions nourished and still nourish scholars across disciplines and industries (Grabowski & Roberts, 2016;Haavik, Antonsen, Rosness, & Hale, 2016;Le Coze, 2016). However, one is compelled to observe that little has filtered back to the industry level.…”

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confidence: 99%

Safety Culture and Models: “Regime Change”

Bourrier

2018

Safety Cultures, Safety Models

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The goal of this chapter is to explore the generic organizational challenges faced by any high-risk organization and how they shape the social production of safety. Confronted with six generic categories of challenging dilemmas, high-risk organizations differ in their organizational responses, and in the mitigation strategies they put in place. However, this diversity does not mean that there is an infinite number of options. In the chapter, we introduce the concept of "safety regimes", as a way to tackle the diverse ways in which companies operate, hence leaving aside the somewhat overused "safety culture" concept. The notion of "regime", understood as a stable enough organizational equilibrium, offers an alternative way of documenting the organizational responses that high-risk organizations choose to develop and their direct or indirect consequences for the production of safety. The conditions for devoting such attention to the quality of organizing cannot be prescribed and decided upon once and for all. Rather than proposing top-down safety culture programs, and trying to make them fit into an ever-diverse and surprising reality on the ground, this chapter looks at another analytical option: clarifying the key dimensions that are fundamental to the establishment and comparison of safety regimes.

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“…It investigates how the transport system is resilient and given the workload demands of and economic pressures to helicopter pilots. System and individual Transportation system Resilience as an outcome Resilience promoting safety Grabowski and Roberts, 2016 Conceptual The challenges that reliability-seeking virtual organizations (RSVOs) pose for high reliability and resilient organizations. Fluidity in organizational structures as characteristic of reliable organizations.…”

Section: Resultsmentioning

confidence: 99%

“…On the other hand, a smaller group (n = 3) present safety and resilience as related concepts without explicitly claiming that resilience contributes to safety. Those articles discuss the challenges of integrated operations to safety and resilience ( Grabowski and Roberts, 2016 , Johnsen, 2012 ) or the negative effects of poor focus on human factors in the design process to safety and resilience ( Johnsen et al, 2017 ). Moreover, four articles (n = 4) did not discuss safety.…”

Section: Resultsmentioning

confidence: 99%

“…The focus on resilience beyond formal structures and procedures also permeates the study of Grabowski and Roberts (2016) when they discuss the need for organizational fluidity in reliability seeking virtual organizations such as integrated operations. Gomes et al (2008) focus on transport system safety and conceptualize resilience as an emergent system property related to variability at different levels and subsystems.…”

Section: Resultsmentioning

confidence: 99%

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Organizational resilience in the oil and gas industry: A scoping review

2021

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Highlights An optimistic perspective on the concept of resilience in the oil & gas industry. Resilience presented as an analytical concept rather than guiding existing practices. Integrated operations has raised questions about system resilience. Research on resilience in oil and industry rarely describes adaptive processes. There is a need for research on resilience beyond safety concerns.

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Reliability seeking virtual organizations: Challenges for high reliability organizations and resilience engineering

Cited by 34 publications

References 105 publications

Disaster prevention through a harmonized framework for high reliability organisations

Disaster prevention through a harmonized framework for high reliability organisations

Safety Culture and Models: “Regime Change”

Organizational resilience in the oil and gas industry: A scoping review

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