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| 2. |
- Edström, Anders, et al.
(författare)
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Regional Resilience
- 2018
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Ingår i: The Resilience Framework. - Singapore : Springer. - 9789811053146 - 9789811053139 ; , s. 213-229
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Bokkapitel (refereegranskat)
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| 3. |
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| 4. |
- Oudhuis, Margareta, et al.
(författare)
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BP and Deepwater Horizon : A catastrophe from a resilience perspective
- 2018
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Ingår i: The Resilience Framework. - Singapore : Springer. - 9789811053146 - 9789811053139 ; , s. 71-87
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Bokkapitel (refereegranskat)abstract
- The chapter summarizes the BP-Deepwater Horizon accident 2010 in the Mexican Gulf, which caused 11 deaths and the largest oil spill in history. The chapter builds on secondary sources and a resilience analysis is made using the theoretical framework developed in the book. It is described what the main causes of the accident were and the events that took place before, under and after theaccident. The resilience analysis clearly shows that maintaining time limits and budget was made at the expense of reliability and safety, and that unnecessary risks were taken in order to improve project economy. The end results were one of the most costly human made disasters in the history (over 50 billion USD).
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| 5. |
- Oudhuis, Margareta, et al.
(författare)
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Experiences from Implementation of Lean Production : Standardization versus Self-management: A Swedish Case Study
- 2013
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Ingår i: Nordic Journal of Working Life Studies. - : Roskilde Universitet. - 2245-0157. ; 3:1, s. (tot 18 s.)-
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Tidskriftsartikel (refereegranskat)abstract
- In this article, we discuss important aspects of the perceived problematic relationship between self-management and standardization. The article presents data from three case studies conducted within manufacturing companies in Sweden, where the popularity of lean production has led to a renaissance for short-cycle and standardized assembly work in settings that traditionally have made use of sociotechnical production design. The data suggest that the implementation has not contributed to an increased commitment, smooth operations, and capacity for change and innovation. Despite these not so positive results, it is argued that it is possible to combine self-management principles with lean production and standardization if 1) the implementation of lean is done with a contextual sensitivity, 2) a balance is reached between the use of standards on the one hand and work enrichment on the other, and 3) a feeling of ownership as regards both implementation and production process is upheld among the product on personnel.
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| 6. |
- Oudhuis, Margareta, et al.
(författare)
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Standardization and self-management : a solvable dilemma?
- 2012
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Ingår i: the 6th Nordic Working Life Conference. - : The Danish National Centre for Social Research.
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Konferensbidrag (refereegranskat)abstract
- In this paper we discuss important aspects of the perceived problematic relationship between self-management and standardization. The paper presents data from three case-studies conducted within manufacturing companies in Sweden, where the popularity of lean production has led to a renaissance for short-cycle and standardized assembly work in settings that traditionally have made use of socio-technical production design. The main argument of the paper is that it is possible to combine self-management principles with lean production and standardization if 1) the implementation of lean is done with a contextual sensitivity, 2) if a balance is reached between the use of detailed standards on one hand and work enrichment on the other and 3) if a feeling of ownership as regards both implementation and production process is upheld among the production personnel. This in turn can be achieved if the pre-occupation with kaizen (continuous improvement) is supplemented with the implementation of the concept of heijunka (well-balanced production).
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| 7. |
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| 8. |
- Tengblad, Stefan, 1966-, et al.
(författare)
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Conclusions : The resilience framework summarised
- 2018
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Ingår i: The Resilience Framework. - Singapore : Springer. - 9789811053146 - 9789811053139 ; , s. 233-248
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Bokkapitel (refereegranskat)abstract
- A central claim in the chapter is that organizational resilience is not only a capability but also a philosophy of how organizations can manage surprises and face adverse, complex and uncertain environments in responsible and proactive ways, often even before crises occur. The chapter presents a holistic framework that analyses resilience from different perspectives: 1) as traits, 2) as processes, 3) as resources 4) as capabilities and 5) as prime sources. Furthermore, the main results from the book are summarized in seven main conclusions: 1) the changeable nature of the concept, 2) the multifaceted nature of the concept, 3) the importance of stakeholder interactions, 4) the relation between economies of scale, standardization and flexibility, 5) the importance of high reliability and 6) of local conditions and 7) that resilience is created by combining reliability, efficiency and change capacity.
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| 9. |
- Tengblad, Stefan, 1966-, et al.
(författare)
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Organization resilience : What makes companies and organizations sustainable?
- 2018
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Ingår i: The Resilience Framework. - Singapore : Springer. - 9789811053146 - 9789811053139 ; , s. 3-17
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Bokkapitel (refereegranskat)abstract
- Organizational resilience deals with companies’ and organizations’ ability to survive, or more positively stated, to maintain their vitality in a changing world that constantly requires adaptation. This chapter introduces and describes the concept of organizational resilience and presents an overview of the book.A resilient company or organization is in the chapter defi ned as the capacity to use its technical, economic and social resources in order to develop long-term skills and competencies, in an efficient, reliable and flexible manner, and in a way it could manage challenges and exploit opportunities. This definition is developed both by acknowledging previous defi nitions and also by using the theoretical framework of the book consisting of evolutionary theory, complexity theory and practice theory of management.
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