398
V. Meyer Jr. et al.
IUCN (1980) The world conservation strategy: living resource conservation for sustainable development. Gland, Switzerland: The World Conservation Union/UNEP-United Nations Environment
Programme/WWF-World Wildlife Fund
LaPorte TR, Consolini PM (1991) Working in practice but not in theory: theoretical challenges of
‘high-reliability organizations’. J Public Adm Res Theor 1(1):19–47
Levenson N, Dulac N, Marais K, Carroll J (2009) Moving beyond normal accidents and
high reliability organizations: a systems approach to safety in complex systems. Organ Stud
30(02–03):227–249
Levin S (1999) Fragile dominion: complexity and the commons. Perseus Books, New York, NY
McDaniel R Jr (2007) Management strategies for complex adaptive systems: sensemaking, learning,
and improvisation. Perform Improv Q 20(2):21–42
Pascale RT, Millemann M, Gioja L (2000) Surfing the edge of chaos: the laws of nature and the
new laws of business. Crown Business, New York
Perrow C (1999) Normal accidents: living with high risk technologies. Princeton University Press,
Princeton, NJ
Richardson KA (2008) Managing complex organizations: complexity thinking and the science and
art of management. Corporate Finance Review, July/August, pp 23–29
Rijpma JA (1997) Complexity tight-coupling and high reliability theory. J Contingencies Crisis
Manag 5(1):15–23
Roberts KM (1990) Managing high reliability organizations. Calif Manag Rev 32(4):101–113
Roberts KM (2011) High reliability organizations. Best Pract and Res Clin Anaesthesiol 25:133–144
Sachs JD (2015) The age of sustainable development. Columbia University Press, New York
Sagan SD (1996) The limits of safety: organizations, accidents and nuclear weapons. Princeton
University Press: Princeton, NJ, USA
Serra C (2018) Tragédia em Mariana: a historia do maior desastre ambiental do Brasil. Record, Rio
de Janeiro
Smith WK, Lewis MW (2011) Toward a theory of paradox: a dynamic equilibrium model of
organizing. Acad Manag Rev 36(2):381–403
Smith WK, Lewis M, Tushman M (2016) “Both/and” leadership. Harvard Bus Rev (May):63–70
Stacey RD (1996) Complexity and creativity in organizations. Berret-Koehler, San Franciso
Stacey RD (2010) Complexity and organizational reality. Routledge, London
Stake RE (2001) The case study method in social inquiry. In: Denzin NK, Lincoln YS (eds) The
American tradition in qualitative research, vol II. Sage Publications, Thousand Oaks, California
Sullivan T (2011) Embrancing complexity. Harvard Business Review, Sept. 2011. Disponível em:
https://hbr.org/2011/09/embracing-complexity. Acesso em: 29 out. 2018
Sutcliffe KM (2011) High reliability organizations (HROs). Best Pract Res Clin Anaesthesiol
25:133–144
Thomas CW, Corso L, Monroe JA (2015) The value of the ‘system’ in public health services and
systems research. Am J Public Health 04(105):147–149
Turner BA (1994) Causes of disaster: sloppy management. Br J Manag 5:215–219
USAID (2018) Discussion note: complexity-aware monitoring. Version I. Disponível.em:
https://usaidlearninglab.org/sites/default/files/resource/files/cleared_dn_complexity-aware_
monitoring.pdf. Acessado em: 29 out. 2018
Van Bellen HM (2005) Indicadores de sustentabilidade: uma análise comparativa. Editora FGV,
Rio de Janeiro, p 253
Vaughan D (1999) The dark side of organizations: mistake, misconduct, and disaster. Ann Rev
Sociol 25:271–305
Weick K (1987) Substitutes for strategy. In: TEECE, David J (ed) The competitive challenge:
strategies for industrial innovation and renewal. Harper & Row, New York
Weick K, Sutcliffe KM (2001) Managing the unexpected. Jossey-Bass, San Francisco, CA
Weick K, Sutcliffe KM (2006) Mindfulness and the quality of organizational attention. Organ Sci
17(4):514–524
V. Meyer Jr. et al.
IUCN (1980) The world conservation strategy: living resource conservation for sustainable development. Gland, Switzerland: The World Conservation Union/UNEP-United Nations Environment
Programme/WWF-World Wildlife Fund
LaPorte TR, Consolini PM (1991) Working in practice but not in theory: theoretical challenges of
‘high-reliability organizations’. J Public Adm Res Theor 1(1):19–47
Levenson N, Dulac N, Marais K, Carroll J (2009) Moving beyond normal accidents and
high reliability organizations: a systems approach to safety in complex systems. Organ Stud
30(02–03):227–249
Levin S (1999) Fragile dominion: complexity and the commons. Perseus Books, New York, NY
McDaniel R Jr (2007) Management strategies for complex adaptive systems: sensemaking, learning,
and improvisation. Perform Improv Q 20(2):21–42
Pascale RT, Millemann M, Gioja L (2000) Surfing the edge of chaos: the laws of nature and the
new laws of business. Crown Business, New York
Perrow C (1999) Normal accidents: living with high risk technologies. Princeton University Press,
Princeton, NJ
Richardson KA (2008) Managing complex organizations: complexity thinking and the science and
art of management. Corporate Finance Review, July/August, pp 23–29
Rijpma JA (1997) Complexity tight-coupling and high reliability theory. J Contingencies Crisis
Manag 5(1):15–23
Roberts KM (1990) Managing high reliability organizations. Calif Manag Rev 32(4):101–113
Roberts KM (2011) High reliability organizations. Best Pract and Res Clin Anaesthesiol 25:133–144
Sachs JD (2015) The age of sustainable development. Columbia University Press, New York
Sagan SD (1996) The limits of safety: organizations, accidents and nuclear weapons. Princeton
University Press: Princeton, NJ, USA
Serra C (2018) Tragédia em Mariana: a historia do maior desastre ambiental do Brasil. Record, Rio
de Janeiro
Smith WK, Lewis MW (2011) Toward a theory of paradox: a dynamic equilibrium model of
organizing. Acad Manag Rev 36(2):381–403
Smith WK, Lewis M, Tushman M (2016) “Both/and” leadership. Harvard Bus Rev (May):63–70
Stacey RD (1996) Complexity and creativity in organizations. Berret-Koehler, San Franciso
Stacey RD (2010) Complexity and organizational reality. Routledge, London
Stake RE (2001) The case study method in social inquiry. In: Denzin NK, Lincoln YS (eds) The
American tradition in qualitative research, vol II. Sage Publications, Thousand Oaks, California
Sullivan T (2011) Embrancing complexity. Harvard Business Review, Sept. 2011. Disponível em:
https://hbr.org/2011/09/embracing-complexity. Acesso em: 29 out. 2018
Sutcliffe KM (2011) High reliability organizations (HROs). Best Pract Res Clin Anaesthesiol
25:133–144
Thomas CW, Corso L, Monroe JA (2015) The value of the ‘system’ in public health services and
systems research. Am J Public Health 04(105):147–149
Turner BA (1994) Causes of disaster: sloppy management. Br J Manag 5:215–219
USAID (2018) Discussion note: complexity-aware monitoring. Version I. Disponível.em:
https://usaidlearninglab.org/sites/default/files/resource/files/cleared_dn_complexity-aware_
monitoring.pdf. Acessado em: 29 out. 2018
Van Bellen HM (2005) Indicadores de sustentabilidade: uma análise comparativa. Editora FGV,
Rio de Janeiro, p 253
Vaughan D (1999) The dark side of organizations: mistake, misconduct, and disaster. Ann Rev
Sociol 25:271–305
Weick K (1987) Substitutes for strategy. In: TEECE, David J (ed) The competitive challenge:
strategies for industrial innovation and renewal. Harper & Row, New York
Weick K, Sutcliffe KM (2001) Managing the unexpected. Jossey-Bass, San Francisco, CA
Weick K, Sutcliffe KM (2006) Mindfulness and the quality of organizational attention. Organ Sci
17(4):514–524