TY  - JOUR
AB  - 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.
VL  - 3
IS  - 3
SN  - 0965-3562
DO  - 10.1108/09653569410065010
UR  - https://doi.org/10.1108/09653569410065010
AU  - Höpfl Heather
PY  - 1994
Y1  - 1994/01/01
TI  - Safety Culture, Corporate Culture: Organizational Transformation and the
Commitment to Safety
T2  - Disaster Prevention and Management: An International Journal
PB  - MCB UP Ltd
SP  - 49
EP  - 58
Y2  - 2024/04/24
ER  -