Draws attention to contextual variables in the development and management of safety cultures. Examines the relationship between corporate culture change and safety management and considers the implications for safety of the manipulation of values and beliefs as part of corporate motivation. Considers the extent to which the development of a safety culture is compatible with the development of a corporate culture. Examines the following areas, the pursuit of order, conflict and contradiction, rhetoric and taken‐for‐granted assumptions, in order to challenge cosmetic approaches to safety management. Indicates the importance of recognizing that some information defies data capture and gives attention to the irrational aspects of systems. Isolates issues for management in the perception and promotion of safety and offers current examples of good practice.
Höpfl, H. (1994), "Safety Culture, Corporate Culture: Organizational Transformation and the Commitment to Safety", Disaster Prevention and Management, Vol. 3 No. 3, pp. 49-58. https://doi.org/10.1108/09653569410065010Download as .RIS
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