Title

The Use Of A Team-Based Strategy For Organizational Transformation: Guidance For Moving Toward A High Reliability Organization

Keywords

High reliability organization; HRO; Learning; Team performance; Teams

Abstract

Organizations are operating in increasingly complex, dynamic and even ambiguous environments. In response, many organizations have turned to the use of teams and employ a highly proactive strategy to business (i.e. attempting to estimate all possibilities). However, within a complex environment being proactive is not enough, organizations must also promote resilience in order to adapt to a wide range of situations and do so while maintaining an impressive safety record. Organizations that are able to accomplish this are known as high reliability organizations (HROs). While much about HROs is known, less is known about how non-HROs can make the journey to becoming an HRO. Therefore, the purpose of this paper is two-fold. First, the theory is extended behind HROs by developing a theoretical framework that serves to illustrate this process. In doing so, information was extracted and integrated from the literature on organizational theory (i.e. institutional theory) and change (i.e. change process) with that of HROs. Secondly, this framework was used, along with a case example of a HRO (i.e. aviation) to extract guidance as to how non-HROs might travel through the change process (i.e. using a team-based strategy). Along the way, prescriptive guidance is offered where felt appropriate. © 2005 Taylor & Francis.

Publication Date

1-1-2005

Publication Title

Theoretical Issues in Ergonomics Science

Volume

6

Issue

6

Number of Pages

509-530

Document Type

Article

Personal Identifier

scopus

DOI Link

https://doi.org/10.1080/24639220500078682

Socpus ID

85007865199 (Scopus)

Source API URL

https://api.elsevier.com/content/abstract/scopus_id/85007865199

This document is currently not available here.

Share

COinS