OikonomouECartheyJMacraeCVincentC.Patient safety regulation in the NHS: mapping the regulatory landscape in healthcare. BMJ Open2019;
9: e028663.
2.
VincentCCartheyJOikonomouEMacraeC.Redesigning safety regulation in the NHS. BMJ2020;
368: m760.
3.
KirkupB.Reading the Signals: Maternity and Neonatal Services in East Kent – The Report of the Independent Investigation.
London:
Controller of Her Majesty’s Stationery Office, 2022.
4.
OckendenD.Findings, Conclusions and Essential Actions from the Independent Review of Maternity Services at The Shrewsbury and Telford Hospital NHS Trust.
London:
Controller of Her Majesty’s Stationery Office, 2022.
5.
MacraeC.Early warnings, weak signals and learning from healthcare disasters. BMJ Qual Saf2014;
23: 440–445.
6.
DashP.Review into the Operational Effectiveness of the Care Quality Commission: Full Report.
London:
Department of Health and Social Care, 2024.
7.
Nursing and Midwifery Council. The Nursing and Midwifery Council: Independent Culture Review.
London:
NMC, 2024.
8.
HutterBMLloyd-BostockS.Regulatory Crisis: Negotiating the Consequences of Risk, Disasters and Crises.
Cambridge:
Cambridge University Press, 2017.
9.
MacraeC.Book review: Regulatory crisis: negotiating the consequences of risk, disasters and crises. Br J Sociol2019;
70: 1626–1628.
10.
MacraeC.Close Calls: Managing Risk and Resilience in Airline Flight Safety.
London:
Palgrave Macmillan, 2014.
11.
RobertsKH.Some characteristics of one type of high reliability organization. Organ Sci1990;
1: 160–176.
12.
RochlinGILa PorteTRRobertsKH.The self designing high reliability organization: aircraft carrier flight operations at sea. Nav War Coll Rev1987;
40(4): 76–90.
13.
WeickKE.Organizational culture and high reliability. Calif Manage Rev1987;
29: 112–127.
14.
SchulmanP.The negotiated order of organizational reliability. Adm Soc1993;
25: 353–372.
15.
PronovostPJBerenholtzSMGoeschelCANeedhamDMBryan SextonJThompsonDA, et al.
Creating high reliability in healthcare organizations. Health Serv Res2006;
41: 1599–1617.
16.
VogusTJIacobucciD.Creating highly reliable health care: how reliability-enhancing work practices affect patient safety in hospitals. ILR Rev2016;
69: 911–938.
17.
ChassinMRLoebJM.High-reliability health care: getting there from here. Milbank Q2013;
91: 459–490.
18.
WeickKESutcliffeKMObstfeldD.Organizing for high reliability: process of collective mindfulness. In: SuttonRSStawBM (eds) Research in Organizational Behaviour.
Vol 1.
Stanford:
Jai Press, 1999: 81–123.
19.
WeickKESutcliffeKM.Managing the Unexpected: Assuring High Performance in an Age of Complexity. 1st ed.
San Francisco:
Jossey Bass, 2001.
20.
MacraeC.Regulating resilience? Regulatory work in high-risk arenas. In: HutterB (ed.) Anticipating Risks and Organising Risk Regulation.
Cambridge:
Cambridge University Press, 2010: 139–160.
21.
SchulmanPR.General attributes of safe organisations. Qual Saf Health Care2004;
13(Suppl II): ii39–ii44.
22.
WeickKERobertsKH.Collective mind in organizations: heedful interrelating on flight decks. Adm Sci Q1993;
38: 357–381.
23.
RochlinGI.Informal organizational networking as a crisis-avoidance strategy: US naval flight operations as a case study. Ind Crisis Q1989;
3(2): 159–176.
24.
MacraeCDraycottT.Delivering high reliability in maternity care: in situ simulation as a source of organisational resilience. Saf Sci2019;
117: 490–500.
