Building rhizomic knowledge in organization sciences: implications to understand high reliability organizations
DOI:
https://doi.org/10.24215/23143738e003Keywords:
Rhizomic thinking, Organization theory, High Reliability Organizations (HROs).Abstract
From the arborescent structure of positivist mainstream to the current paradigmatic diversity, management sciences are provided with multiple epistemological sources. This paper indicates the rhizomatic character of organizational studies and its implications to understand High Reliability Organizations (HROs).
First we analyse the epistemological sources of organization theory in order to show the passage of positivist mainstream to paradigmatic diversity. At present, organization theory is a disciplinary rhizomatic field thus for its epistemological approaches, the multiplicity of research topics, the profusion of disciplinary sources as for the diversity of methodological strategies. The Rhizomatic epistemological nature coexists with certain arborescent knots.
Secondly, the focus of study moves into HROs, organizational phenomenon inherent to risk societies that constitutes an epistemological challenge for organizational theories as well to understand HROs nature as to explain their performance.
Finally, a series of epistemological challenges are presented in addition to specificities of the Argentinean organizational universe.
A national context characterized by the profusion of risky organizations, the recurrence of accidents and the incipient presence of research groups focused on developing the disciplinary field.
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References
Amalberti, R. (2009). La acción humana en los sistemas de alto riesgo. Madrid: Editorial Modus Laborandi.
Ansoff, I. (1965). Corporate strategy. New York: McGraw-Hill.
Bain, W. (1999). Application of theory of action to safety management: recasting the NAT/HRT debate. Journal of contingencies and crisis management, 7(3),129-140.
Beck, U. (1992). Risk society: towards a new modernity. Newbury Park CA: Sage Publications.
Bierly, P. y Spender, J-C. (1995). Culture and high reliability organizations: the case of the nuclear submarine. Journal of management, 21(4), 639-656.
Bourrier, M. (1999). Le nucléaire à l’épreuve de l’organisation. Collection Le travail humain. Paris : Presses Universitaires de France.
Bourrier, M. (Dir.) (2001). Organiser la fiabilité. Paris: L’Harmattan.
Buchanan, D. y Bryman, A. (2009). The organizational research context: properties and implications. En D. Buchanan y A. Bryman. The SAGE Handbook of Organizational Research Methods (1-18). London: Sage Publications.
Cantero, J. y Seijo, G. (2012). Rasgos ontológicos de las Organizaciones de Alta Confiabilidad (HROs): precisiones epistemológicas para la comprensión de un objeto de estudio en debate. Revista del Centro de Estudios de Sociología del Trabajo, abril (4), 69-96.
Cantero, J.; Seijo, G. y Roca, N. (2010). Los senderos evolutivos de la confiabilidad. El caso del polo petroquímico de Bahía Blanca. Revista de Análisis Organizacional, 2(2), 59-124.
Cunliffe, A. (2011). Crafting qualitative research: Morgan and Smircich 30 years on. Organizational Research Methods, 14(4), 647-673.
Daniellou, F.; Simard, M. y Boissières, I. (2013). Factores Humanos y Organizativos de la seguridad industrial: estado del arte. N° 2013-14 de Cahiers de la Sécurité Industrielle. Institut pour une Culture de Sécurité Industrielle. Toulouse, France: ICSI.
David, A. (1999). Logique, épistémologie et méthodologie en sciences de gestion. Documento presentado en la Conférence de l’AIMS, Chatenay-Malabry: Francia.
David, A.; Hatchuel, A. y Laufer, R. (2008). Les nouvelles fondations des sciences de gestion. Vuibert : FNEGE.
Deetz, S. (2009). Organizational research as alternative ways of attending to and talking about structures and activities. En D. Buchanan y A. Bryman. The SAGE Handbook of Organizational Research Methods (21-38). London: Sage Publications.
Dekker, S. (2007). Just culture. Balancing safety and accountability. Aldershot, England: Ashgate Publishing Limited.
Deleuze, G. y Guattari, F. (1980). Mille plateaux. Capitalisme et schizophrénie. Paris : Les Editions de Minuit.
Donaldson, L. (1996). For positivist Organization Theory. London: Sage Publications.
Fayol, H. (1949). General and industrial management. London: Pitman.
Gephart, R. (1984). Making sense of organizationally based environmental disasters. Journal of Management, 10(2), 205-225.
Góngora, N.; Nóbile, C. y Larrivey, F. (2013). Prediagnóstico de la situación de investigación en administración en Argentina. Ciencias Administrativas Revista Digital – FCE, UNLP, 1(1), 1-26.
Guba, E. y Lincoln, Y. (1994). Competing paradigms in qualitative research. En N. Denzin e Y. Lincoln. (Eds.). Handbook of qualitative research (105-117). Thousand Oaks, CA: Sage Publications.
Guba, E. y Lincoln, Y. (2005). Paradigmatic controversies, contradictions and emerging confluences. En N. Denzin e Y. Lincoln (Eds.). The SAGE Handbook of Qualitative Research (191-216) (3rd Ed.). California: Sage Publications.
Hatch, M-J. (2006). Organization theory. Modern, symbolic and postmodern perspectives. Oxford: Oxford University Press.
Hollnagel, E. (2010). Safer complex industrial environments. A human factors approach. Boca Ratón: CRC Press.
Kliksberg, B. (1995). El pensamiento organizativo. De los dogmas a un nuevo paradigma gerencial. Buenos Aires: Tesis Grupo Editorial Norma.
Kuhn, Th. (1962). The structures of scientific revolutions. Chicago: University of Chicago Press.
La Porte, T. (2001). Fiabilité et légitimité soutenable. En M. Bourrier (Dir.). Organiser la fiabilité (71-105). Paris : L’Harmattan.
LaPorte, T. y Consolini, P. (1991) Working in practice but not in theory: theoretical challenges of ‘High-reliability organizations’. Journal of Public Administration Research and Theory, winter(1), 19-47.
Mintzberg, H. (1994). Diseño de organizaciones eficientes. Buenos Aires: Editorial El Ateneo.
Morgan, G. (1991). Imágenes de la organización. México: Ediciones Alfaomega.
Pavesi, P. (2002). Administración, teorías y metáforas. Energeia. Revista Internacional de Filosofía y Epistemología de las Ciencias Económicas, 1(1), 71-88.
Perrow, Ch. (1967). A framework for comparative organizational analysis. American Sociological Review, 32(2), 194-208.
Perrow, Ch. (1984). Normal Accidents: living with high-risk technologies. New York: Basic Books.
Pidgeon, N. (1997). The limits to safety? Culture, politics, learning and Man-Made Disasters. Journal of contingencies and crisis management, 5(1), 1-14.
Pidgeon, N.; Kasperson, R. y Slovic, P. (Eds.) (2003). The social amplification of risk. Cambridge: Cambridge University Press.
Porter, M. (1992). Estrategia competitiva. Técnicas para el análisis de los sectores industriales y de la competencia (2a Edición). Buenos Aires: Ed. REI Argentina y CECSA.
Rasmussen, J. (1983). Skills, rules, and knowledge: signals, signs and symbols and other distinctions in human performance models. IEEE transactions on systems, man and cybernetics, SMC-13, 257-266.
Reason, J. (2009). El error humano. Madrid: Editorial Modus Laborando.
Reason, J. (2010). La gestión de los grandes riesgos. Madrid: Editorial Modus Laborandi.
Rijpma, J. (1997). Complexity, tight-coupling and reliability: connecting normal accidents theory and hight reliability theory. Journal of contingencies and crisis management, 5(1), 15-23.
Roberts, K. (1990). Some characteristics of one type of high reliability organization. Organization Science, 1(2), 160-175.
Roberts, K. (Ed.) (1993). New Challenges to Understanding Organisations. New York: Macmillan.
Rochlin, G. (1993). Defining “high reliability” organisations in practice: a taxonomic prologue. En K. Roberts (Ed.). New Challenges to Understanding Organisations (11-32). New York: Macmillan.
Rochlin, G. (2011). How to hunt a very reliable organization. Journal of contingencies and crisis management, 19(1), 14-20.
Rochlin, G.; LaPorte, T. y Roberts, K. (1987). The self-Designing High-Reliability Organizations: aircraft carrier flight operations at sea. Naval War College Review, 40(4), 76-90.
Roe, E. y Schulman, P. (2008). High reliability management: operating on the edge. Standford, CA: Stanford University Press.
Sagan, S. (1993). The limits of safety: organizations, accidents and nuclear weapons. New Jersey: Princeton University Press.
Sagan, S. (1994). Toward a Political theory of organizational reliability. Journal of contingencies and crisis management, 2(4), 228-240.
Schulman, P. (1993). The negociated order of organizational reliability. Administration & Society, 25(3), 353-363.
Schulman, P. (2011) Problems in the organization of organization theory: an essay in honour of Todd LaPorte. Journal of contingencies and crisis management, 19(1), 43-50.
Schulman, P y Roe, E. (2007). Designing Infrastructures: dilemmas of design and the reliability of critical infrastructures. Journal of Contingencies and Crisis Management, 15(1), 42-49.
Schulman, P.; Roe, E.; Van Eeten, M. y Bruijne, M. (2004). High Reliability and the Management of Critical Infrastructures. Journal of Contingencies and Crisis Management, 12(1), 14-28.
Shrivastava, P. (1987). Bhopal: anatomy of a crisis. Cambridge, MA: Ballinger.
Simon, H. ([1945] 2011) El comportamiento administrativo. Buenos Aires: Errepar.
Steiner, G. (1969). Top management planning. New York: Macmillan.
Steiner, G. (1979). Strategic planning: what every manager must know. New York: Free Press.
Suárez, F. (2004). Construcción del saber administrativo en la Argentina: una aproximación operacional. Buenos Aires: Instituto de Investigaciones Administrativas, Facultad de Ciencias Económicas (UBA).
Taylor, F. (1911). The principles of scientific management. New York: Harper.
Thompson, J. (1967). Organizations in action. New York: McGraw-Hill.
Tsoukas, H. (2003). New times, fresh challenges: reflexions on the past and the future of organizations theory”, En H. Tsoukas y Ch. Knudsen (Eds.), The Oxford handbook of organization theory (607-622). NY: Oxford University Press.
Van Stralen, D. (2007). High-reliability organizations: changing the culture of care in two medical units. Design Issues, 24(1), 78-90.
Vaughan, D. (1996). The Challenger launch decision. Chicago: The University of Chicago Press.
Weick, K. (1969). Social Psychology of Organizing. Reading MA: Addison-Wesley.
Weick, K. (1987). Organizational culture as a source of high reliability. California Management Review, 24(2), 112-127.
Weick, K. (1989) Theory construction as disciplined imagination. Academy of Management Review, 14(4), 516-531.
Weick, K. (1990). The vulnerable system: an analysis of the Tenerife air disaster. Journal of Management, 16, 571-593.
Weick, K. (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative Science Quarterly, 38, 628–652.
Weick, K. (2011). Organizing for transient reliability: the production of dynamic non-events. Journal of contingencies and crisis management, 19(1), 21-27.
Weick, K. y Roberts, K. (1993) Collective mind in organizations: heedful interrelating on flight decks. Administrative Science Quarterly, 38, 357-381.
Weick, K. y Sutcliffe, K. (2007). Managing the unexpected: resilient performance in an age of uncertainty (2nd Ed.). San Francisco: John Wiley & Sons, Inc.
Weick, K., Sutcliffe, K. y Obstfeld, D. (1999). Organizing for high reliability: processes of collective mindfulness. Research in Organizational Behavior, 21, 81-123.
Woodward, J. (1958). Management and technology. London: Her Majesty’s Stationery Office.
Woodward, J. (1965). Industrial organization: theory and practice. London: Oxford University Press.
Ansoff, I. (1965). Corporate strategy. New York: McGraw-Hill.
Bain, W. (1999). Application of theory of action to safety management: recasting the NAT/HRT debate. Journal of contingencies and crisis management, 7(3),129-140.
Beck, U. (1992). Risk society: towards a new modernity. Newbury Park CA: Sage Publications.
Bierly, P. y Spender, J-C. (1995). Culture and high reliability organizations: the case of the nuclear submarine. Journal of management, 21(4), 639-656.
Bourrier, M. (1999). Le nucléaire à l’épreuve de l’organisation. Collection Le travail humain. Paris : Presses Universitaires de France.
Bourrier, M. (Dir.) (2001). Organiser la fiabilité. Paris: L’Harmattan.
Buchanan, D. y Bryman, A. (2009). The organizational research context: properties and implications. En D. Buchanan y A. Bryman. The SAGE Handbook of Organizational Research Methods (1-18). London: Sage Publications.
Cantero, J. y Seijo, G. (2012). Rasgos ontológicos de las Organizaciones de Alta Confiabilidad (HROs): precisiones epistemológicas para la comprensión de un objeto de estudio en debate. Revista del Centro de Estudios de Sociología del Trabajo, abril (4), 69-96.
Cantero, J.; Seijo, G. y Roca, N. (2010). Los senderos evolutivos de la confiabilidad. El caso del polo petroquímico de Bahía Blanca. Revista de Análisis Organizacional, 2(2), 59-124.
Cunliffe, A. (2011). Crafting qualitative research: Morgan and Smircich 30 years on. Organizational Research Methods, 14(4), 647-673.
Daniellou, F.; Simard, M. y Boissières, I. (2013). Factores Humanos y Organizativos de la seguridad industrial: estado del arte. N° 2013-14 de Cahiers de la Sécurité Industrielle. Institut pour une Culture de Sécurité Industrielle. Toulouse, France: ICSI.
David, A. (1999). Logique, épistémologie et méthodologie en sciences de gestion. Documento presentado en la Conférence de l’AIMS, Chatenay-Malabry: Francia.
David, A.; Hatchuel, A. y Laufer, R. (2008). Les nouvelles fondations des sciences de gestion. Vuibert : FNEGE.
Deetz, S. (2009). Organizational research as alternative ways of attending to and talking about structures and activities. En D. Buchanan y A. Bryman. The SAGE Handbook of Organizational Research Methods (21-38). London: Sage Publications.
Dekker, S. (2007). Just culture. Balancing safety and accountability. Aldershot, England: Ashgate Publishing Limited.
Deleuze, G. y Guattari, F. (1980). Mille plateaux. Capitalisme et schizophrénie. Paris : Les Editions de Minuit.
Donaldson, L. (1996). For positivist Organization Theory. London: Sage Publications.
Fayol, H. (1949). General and industrial management. London: Pitman.
Gephart, R. (1984). Making sense of organizationally based environmental disasters. Journal of Management, 10(2), 205-225.
Góngora, N.; Nóbile, C. y Larrivey, F. (2013). Prediagnóstico de la situación de investigación en administración en Argentina. Ciencias Administrativas Revista Digital – FCE, UNLP, 1(1), 1-26.
Guba, E. y Lincoln, Y. (1994). Competing paradigms in qualitative research. En N. Denzin e Y. Lincoln. (Eds.). Handbook of qualitative research (105-117). Thousand Oaks, CA: Sage Publications.
Guba, E. y Lincoln, Y. (2005). Paradigmatic controversies, contradictions and emerging confluences. En N. Denzin e Y. Lincoln (Eds.). The SAGE Handbook of Qualitative Research (191-216) (3rd Ed.). California: Sage Publications.
Hatch, M-J. (2006). Organization theory. Modern, symbolic and postmodern perspectives. Oxford: Oxford University Press.
Hollnagel, E. (2010). Safer complex industrial environments. A human factors approach. Boca Ratón: CRC Press.
Kliksberg, B. (1995). El pensamiento organizativo. De los dogmas a un nuevo paradigma gerencial. Buenos Aires: Tesis Grupo Editorial Norma.
Kuhn, Th. (1962). The structures of scientific revolutions. Chicago: University of Chicago Press.
La Porte, T. (2001). Fiabilité et légitimité soutenable. En M. Bourrier (Dir.). Organiser la fiabilité (71-105). Paris : L’Harmattan.
LaPorte, T. y Consolini, P. (1991) Working in practice but not in theory: theoretical challenges of ‘High-reliability organizations’. Journal of Public Administration Research and Theory, winter(1), 19-47.
Mintzberg, H. (1994). Diseño de organizaciones eficientes. Buenos Aires: Editorial El Ateneo.
Morgan, G. (1991). Imágenes de la organización. México: Ediciones Alfaomega.
Pavesi, P. (2002). Administración, teorías y metáforas. Energeia. Revista Internacional de Filosofía y Epistemología de las Ciencias Económicas, 1(1), 71-88.
Perrow, Ch. (1967). A framework for comparative organizational analysis. American Sociological Review, 32(2), 194-208.
Perrow, Ch. (1984). Normal Accidents: living with high-risk technologies. New York: Basic Books.
Pidgeon, N. (1997). The limits to safety? Culture, politics, learning and Man-Made Disasters. Journal of contingencies and crisis management, 5(1), 1-14.
Pidgeon, N.; Kasperson, R. y Slovic, P. (Eds.) (2003). The social amplification of risk. Cambridge: Cambridge University Press.
Porter, M. (1992). Estrategia competitiva. Técnicas para el análisis de los sectores industriales y de la competencia (2a Edición). Buenos Aires: Ed. REI Argentina y CECSA.
Rasmussen, J. (1983). Skills, rules, and knowledge: signals, signs and symbols and other distinctions in human performance models. IEEE transactions on systems, man and cybernetics, SMC-13, 257-266.
Reason, J. (2009). El error humano. Madrid: Editorial Modus Laborando.
Reason, J. (2010). La gestión de los grandes riesgos. Madrid: Editorial Modus Laborandi.
Rijpma, J. (1997). Complexity, tight-coupling and reliability: connecting normal accidents theory and hight reliability theory. Journal of contingencies and crisis management, 5(1), 15-23.
Roberts, K. (1990). Some characteristics of one type of high reliability organization. Organization Science, 1(2), 160-175.
Roberts, K. (Ed.) (1993). New Challenges to Understanding Organisations. New York: Macmillan.
Rochlin, G. (1993). Defining “high reliability” organisations in practice: a taxonomic prologue. En K. Roberts (Ed.). New Challenges to Understanding Organisations (11-32). New York: Macmillan.
Rochlin, G. (2011). How to hunt a very reliable organization. Journal of contingencies and crisis management, 19(1), 14-20.
Rochlin, G.; LaPorte, T. y Roberts, K. (1987). The self-Designing High-Reliability Organizations: aircraft carrier flight operations at sea. Naval War College Review, 40(4), 76-90.
Roe, E. y Schulman, P. (2008). High reliability management: operating on the edge. Standford, CA: Stanford University Press.
Sagan, S. (1993). The limits of safety: organizations, accidents and nuclear weapons. New Jersey: Princeton University Press.
Sagan, S. (1994). Toward a Political theory of organizational reliability. Journal of contingencies and crisis management, 2(4), 228-240.
Schulman, P. (1993). The negociated order of organizational reliability. Administration & Society, 25(3), 353-363.
Schulman, P. (2011) Problems in the organization of organization theory: an essay in honour of Todd LaPorte. Journal of contingencies and crisis management, 19(1), 43-50.
Schulman, P y Roe, E. (2007). Designing Infrastructures: dilemmas of design and the reliability of critical infrastructures. Journal of Contingencies and Crisis Management, 15(1), 42-49.
Schulman, P.; Roe, E.; Van Eeten, M. y Bruijne, M. (2004). High Reliability and the Management of Critical Infrastructures. Journal of Contingencies and Crisis Management, 12(1), 14-28.
Shrivastava, P. (1987). Bhopal: anatomy of a crisis. Cambridge, MA: Ballinger.
Simon, H. ([1945] 2011) El comportamiento administrativo. Buenos Aires: Errepar.
Steiner, G. (1969). Top management planning. New York: Macmillan.
Steiner, G. (1979). Strategic planning: what every manager must know. New York: Free Press.
Suárez, F. (2004). Construcción del saber administrativo en la Argentina: una aproximación operacional. Buenos Aires: Instituto de Investigaciones Administrativas, Facultad de Ciencias Económicas (UBA).
Taylor, F. (1911). The principles of scientific management. New York: Harper.
Thompson, J. (1967). Organizations in action. New York: McGraw-Hill.
Tsoukas, H. (2003). New times, fresh challenges: reflexions on the past and the future of organizations theory”, En H. Tsoukas y Ch. Knudsen (Eds.), The Oxford handbook of organization theory (607-622). NY: Oxford University Press.
Van Stralen, D. (2007). High-reliability organizations: changing the culture of care in two medical units. Design Issues, 24(1), 78-90.
Vaughan, D. (1996). The Challenger launch decision. Chicago: The University of Chicago Press.
Weick, K. (1969). Social Psychology of Organizing. Reading MA: Addison-Wesley.
Weick, K. (1987). Organizational culture as a source of high reliability. California Management Review, 24(2), 112-127.
Weick, K. (1989) Theory construction as disciplined imagination. Academy of Management Review, 14(4), 516-531.
Weick, K. (1990). The vulnerable system: an analysis of the Tenerife air disaster. Journal of Management, 16, 571-593.
Weick, K. (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative Science Quarterly, 38, 628–652.
Weick, K. (2011). Organizing for transient reliability: the production of dynamic non-events. Journal of contingencies and crisis management, 19(1), 21-27.
Weick, K. y Roberts, K. (1993) Collective mind in organizations: heedful interrelating on flight decks. Administrative Science Quarterly, 38, 357-381.
Weick, K. y Sutcliffe, K. (2007). Managing the unexpected: resilient performance in an age of uncertainty (2nd Ed.). San Francisco: John Wiley & Sons, Inc.
Weick, K., Sutcliffe, K. y Obstfeld, D. (1999). Organizing for high reliability: processes of collective mindfulness. Research in Organizational Behavior, 21, 81-123.
Woodward, J. (1958). Management and technology. London: Her Majesty’s Stationery Office.
Woodward, J. (1965). Industrial organization: theory and practice. London: Oxford University Press.
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2017-06-01
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Cantero, J. H. (2017). Building rhizomic knowledge in organization sciences: implications to understand high reliability organizations. Ciencias Administrativas, (9), 003. https://doi.org/10.24215/23143738e003
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