2013/11/05 by Kent J. Nielsen, Kent Jacob Nielsen · 154 citations
Business, Management and Accounting · Chemical Engineering · Engineering · Health Professions · Medicine · #Chemical Safety and Risk Management #Computer science #Computer security #Engineering #Human factors and ergonomics #Injury prevention #Management #Medical emergency #Medicine #Occupational Health and Safety Research #Occupational safety and health #Poison control #Quality and Management Systems #Safety culture #Suicide prevention #Transport engineering
paper · doi:10.1016/j.jsr.2013.10.003
published in Journal of Safety Research 48, 7-17 (Elsevier BV)
openalex publication_date 2013/11/05 · openalex created_date 2025/10/10 · openalex updated_date 2026/08/01
INTRODUCTION: International research indicates that internal health and safety organizations (HSO) and health and safety committees (HSC) do not have the intended impact on companies' safety performance. The aim of this case study at an industrial plant was to test whether the HSO can improve company safety culture by creating more and better safety-related interactions both within the HSO and between HSO members and the shop-floor. METHODS: A quasi-experimental single case study design based on action research with both quantitative and qualitative measures was used. INTERVENTION: Based on baseline mapping of safety culture and the efficiency of the HSO three developmental processes were started aimed at the HSC, the whole HSO, and the safety representatives, respectively. RESULTS: Results at follow-up indicated a marked improvement in HSO performance, interaction patterns concerning safety, safety culture indicators, and a changed trend in injury rates. These improvements are interpreted as cultural change because an organizational double-loop learning process leading to modification of the basic assumptions could be identified. PRACTICAL APPLICATIONS: The study provides evidence that the HSO can improve company safety culture by focusing on safety-related interactions.