p.1 The aim of this article is to enhance inter-organizational resilience by proposing a conceptual framework which combines loose coupling [Weick, 1976] and organizational learning [Argyris, Schon, 1978] concepts within the complexity paradigm... Loose coupling and organizational learning underlie the reputation of HRO, the High Reliability Organizations school [Weick, Sutcliffe, 2007]: when they are enabled the resilience is enhanced [Bierly, Spender, 1995]. Unlike tight couplings, the outcomes of loose couplings are non-deterministic. How can non-deterministic couplings enhance resilience?

p.2 Our findings confirm that loose couplings are crucial in complex socio-technical systems since they enable self-organization and emerging processes which often underlies success of co-design.

p.2 The loose couplings include implicit and non-deterministic interactions [Rochlin, 1993], flexible routines [Grote, 2006] or self-organizations and emerging processes [Pavard et al., 2007]... Organizational learning is a characteristic of an adaptive organization whose actors are able to sense changes in signals from their environment... Organizational phenomena are sometimes discussed in terms of complex systems because the complexity paradigm is the only theoretical framework which is able to explain self-organization and emerging processes [Pavard et al., 2007].

p.2-3 By definition, complex systems are non-linear and non-deterministic: their elements interact in a systemic way with both positive and negative feedback which can lead to strong and unforeseen effects in other parts of the system [Weick, Sutcliffe, 2007]. When organizations are complex, research suggests that there is no simple way to take control over development. To hope that more formalization could resolve this issue can be rather fruitless. This is why managers need to accept and to cope with complexity: a wiser strategy might ensure more organizational learning that could in turn enhance resilience.

p.6 a lessons learnt process... and a learning organization process whose aim is to do continuous improvement... These organizational learning are respectively long-cycled and medium-cycled; we define them foreseen resilience (i.e. resilience for adaptation). On the other hand, very few things are done... to promote and spread short-cycled organizational learning; we define it emerging resilience (i.e. resilience for adaptability).

p.6-7 In this study, we explained that loose couplings create self-organization and emerging processes enabling actors of different organizations to make functional and structural regulations. The model... shows why managers have to increase loose couplings.