1. Bandura, A. (1997). Self-Efficacy: The Exercise of Control. W.H. Freeman, New York.
2. Barrick, M. R., Bradley, B.H., Colbert, A.E. (2007). The moderating role of top management team interdependence. Implication for real teams and working groups. Academy of Management Journal, 50, 544-557.
3. Bonanno, G. A. (2004). Loss, trauma, and human resilience: have we understimated the human capacity to thrive after extremely aversive events? American Phycologist, 59, 20-28.
4. Cameron, K., Mora. C., Leutcher., T., Calarco., M. (2011). Effects of positive practices on organizational effectiveness. Journal of Applied Behavioural Science, 47, 266-308.
5. Carmeli, A., Gelbard, R., Gefen, D. (2010). The importance of innovation leadership in cultivating strategic fit and enhancing firm performance. The Leadership Quartely, 21, 339-349.
6. Carmeli, A., Friedman, Y., Tishler, A. (2013). Cutivating a resilience top management team: The importance of relational connections and strategic decision comprehensiveness. Safety Science, 51, 148-159.
7. Carmeli, A., Markman, G.D. (2011). Capture, governance, and resilience. Strategy implications from the history of Rome. Strategic Management Journal, 32, 322-341.
8. Carmeli, A., Schaubroeck, J. (2008). Organizational crisis-preparedness: The importance of learning from failures. Long Range Planning, 41, 177-196.
9. Carmeli, A., Sheaffer, Z. (2008). How learning leadership and organizational learning from failures enhance percieved organizational capacity to adapt to the task environment. Journal of Applied Behavioural Science, 44, 468-489.
10. Carmeli, A., Spreitzer, G.M. (2009). Trust, Connectivity, and Thriving: Implications for Innovative Behaviors at Work. Journal of Creative Behavior., 43, 169-191.
11. Carver, C. S. (1998). Resilience and thriving: Issues, models, and linkages.Journal of Social Issues, 54, 245-266.
12. Chen, G., Gully., S.M., Eden., D. (2011). Validation of a new general self-efficacy scale. Organizational Research Method, 4, 62-83.
13. Cook, R., Render, M., Woods, D., (2000). Gaps in the continuity of care and progress on patient safety. BMJ, 320, 791-794.
14. Dutton, J. E. (2003). Energize your work place. How to build and sustain high-quality connections at work. Jossey-Bass Publishers, San Francisco.
15. Dutton, J. E., Heapy, E. D. (2003). The power of high-quality connections at work.. Jossey-Bass Publishers, San Francisco, 263-278.
16. Fornell, C., Larcker, D.F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39-5.
17. Fergus, S., Zimmerman , M.A. (2005). Adolescent resilience: a framework for understanding healthy development in the face of risk. Annual Review Public Health, 26, 399-419.
18. Hambrick, D. C. (1998). Corporate coherence and the top management team. Harvard Business School Press, Boston, MA, 123-140.
19. Hambrick, D. C., Mason, P. A. (1984). Upper echelons: the organization as a reflection of its top management. Academy of Management Review, 9, 193-206.
20. Kahn, W. A. (2001). Holding environment at work. Journal of Applied behavioral Science., 37, 260-279.
21. Kahn, W. A. (2007a). Commentary: positive relationship in groups and communities. Lawrence Erlbaum Associates, Mahwah, NJ, 189-207.
22. Kahn, W. A. (2007b). Meaningful connections: positive relationships and attachments at work. Lawrence Erlbaum Associates, Mahwah, NJ, 189-207.
23. Losada, M., Heaphy, E. (2004). The role of positivity and connectivity in the performance of business teams: a nonlinear dynamics model. American Behavioral Scientist, 47, 740-765.
24. Masten, A. S., Reed, M.J. (2002). Resilience in development. In: Snyder. Handbook of Positive Psychology. Oxford University Press, New York, 74-88.
25. Mathieu, J. E., Maynard, M.T., Rapp, T., Gilson, L. (2008). A review of recent advancements and a glimpse into the future. Journal of Management, 34, 410-476.
26. Nadler, D., Tushman, M. (1980). A diagnostic model for organizational behavior. In: Hackman Organization. McGraw-Hill, New York, 83-100.
27. Powley, E. H. (2009). Reclaiming resilience and safety: resilience activation in the critical period of crisis. Human relations, 62, 1289-1326.
28. Ragins, B. R., Dutton, J.E. (2007). Positive relations at work: an introduction and inivitation. Lawrence Erlbaum Associates, Mahwah, NJ, 1-25.
29. Rasmussen, J., Pejtersen, A.M., Goodstein, L.P. (1994). Cognitive Systems Engineering. (Wiely, New York).
30. Sigglekow, N. (2002). Evolution toward fit. Administrative Science Quartely, 47, 125-159.
31. Simsek, Z., Lubatkin, M.H., Veiga, J.F., Dino, L.P. (2005). Modeling the multilevel determinants of top management team behavioral integration. Academy of Management Journal, 48, 69-84.
32. Sutcliffe, K. M., Vogus, T.J. (2003). Positive Organizational Scholarship: Foundations of a New Discpline. Berrett-Koehler,San Francisco, 94-121.
33. Tugade, M. M., Fredrickson, B. L. (2004). Resilience individuals use positive emotoions to bounce back from negative emotional experiences.Journal of Personality and Social Psychology, 86, 320-333.
34. Weick, K. E., Sutcliffe, K.M. (2001). Managing the unexpected: Assuring high performance in the age of complexity.
35. Woods, D. D., Branlat, M., (2010). Hollnagel's test: being in control of highly interdependent multi-layered networked systems. Cognition, Technology & Work, 12, 95-101.
36. Woods, D. D., Branlat, M., (2011). Basic Patterns in how adaptive systems fail. Resilience Engineering in Practice, Ashgate Farnham, 127-144.
37. Woods, D. D., Hollnagel. E. (2006). Joint Cognitive Systems: Patterns in Cognitive Systems Engineering.
38. Wreathall, J. (2006). Properties of resilience organization: an initial view. Resilience Engineering in Practice, Ashgate Farnham, 275-285.
39. Zajac, E. J., Kraatz, M.S., Bresser, R.K.F. (2000). Modeling the dynamics of strategic ﬁt: a normative approach to strategic change. . Strategic Management Journal, 21, 429-453.