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Huber, S., van Wijgerden, I., de Witt, A. and Dekker, S.W. (2009) Learning from Organizational Incidents: Resilience Engineering for High Risk Process Environments. Process Safety Progress, 28, 90-95.
https://doi.org/10.1002/prs.10286

has been cited by the following article:

• TITLE: Resilience Engineering: An Integrative Review of Fundamental Concepts and Directions for Future Research in Safety Management

  AUTHORS: Manikam Pillay

  KEYWORDS: Resilience Engineering, Safety Management, Integrative Review, Work-as-Imagined and Work-as-Performed

  JOURNAL NAME: Open Journal of Safety Science and Technology, Vol.7 No.4, December 31, 2017

  ABSTRACT: This paper reviews the literature on resilience engineering as a safety management approach. Preferred Reporting Items for Reporting Systematic Reviews guidelines were used to search, select and evaluate 46 published works. The terms organisational resilience and resilience engineering are clarified, and functionalist and interpretive research frameworks used to analyze articles. This review suggests there is no universally agreed definition of resilience engineering; but it involves a collective aspect, is multifactorial, multilevel and multidimensional; associated with four key principles (anticipation, response, learning and monitoring) and successful outcomes. The gap between work as imagined and work as performed is an important aspect. Studies on resilience engineering have predominantly involved qualitative investigations; with data collected through site observations, safety audits and surveys. Eight research gaps were identified, and suggestions made on how these gaps can be addressed through empirical research.