Risk, trust, and safety culture in U.K. train operating companies

Risk Analysis

Volumn 26, Issue 5, 2006, Pages 1105-1121

  Jeffcott, Shelly ^a,e   Pidgeon, Nick ^b   Weyman, Andrew ^c   Walls, John ^d  

^a UNIVERSITY OF CAMBRIDGE   (United Kingdom)

^b CARDIFF UNIVERSITY   (United Kingdom)

^c HEALTH AND SAFETY LABORATORY   (United Kingdom)

^d UNIVERSITY OF EAST ANGLIA   (United Kingdom)

^e ALFRED HOSPITAL   (Australia)

Author keywords

High reliability organizations; Qualitative research; Safety culture; Trust; U.K. railway industry

Indexed keywords

INDUSTRIAL RAILROADS; INDUSTRIAL RELATIONS; PERSONNEL; RISK ASSESSMENT;

HIGH RELIABILITY ORGANIZATIONS; QUALITATIVE RESEARCH; RAILWAY INDUSTRY; SAFETY CULTURE; TRUST;

ACCIDENT PREVENTION;

LEARNING; ORGANIZATIONAL FRAMEWORK; RAILWAY TRANSPORT; RISK ASSESSMENT; SAFETY;

ARTICLE; CULTURAL FACTOR; HUMAN; HUMAN RELATION; INDUSTRY; LEARNING; OCCUPATIONAL HAZARD; OCCUPATIONAL SAFETY; ORGANIZATION; QUALITATIVE RESEARCH; RAILWAY; TRUST; UNITED KINGDOM;

EURASIA; EUROPE; UNITED KINGDOM; WESTERN EUROPE;

EID: 33750192298     PISSN: 02724332     EISSN: 15396924     Source Type: Journal    
DOI: 10.1111/j.1539-6924.2006.00819.x     Document Type: Article

References (82)

1. Advisory Committee on the Safety of Nuclear Installations. (1993). Study Group on Human Factors. Third Report: Organising for Safety. London, UK: Her Majesty's Stationary Office.
2. Barbour, R. S., & Kitzinger, J. (1999) Developing Focus Group Research: Politics, Theory and Practice. London: Sage.
3. Bass, B. M. (1998). Transformational Leadership. NJ: Lawrence Erlbaum Associates.
4. Bloor, M. (2001). Focus Groups in Social Research. London, UK: Sage Publications.
5. Bryman, A. (1988). Quantity and Quality in Social Research. London, UK: Unwin Hyman.
6. Clark, M. C., & Payne, R. L. (1997). The nature and structure of workers' trust in management. Journal of Organisational Behaviour, 18, 205-224.
7. Clarke, S. (1998). Safety culture on the UK railway network. Work and Stress, 12, 285-292.
8. Clarke, S. (1999). Perceptions of organisational safety: Implications for the development of safety culture. Journal of Organisational Behaviour, 20, 185-198.
9. Connell, J., Ferres, N., & Travaglione, T. (2003). Engendering trust in manager-subordinate relationships: Predictors and outcomes. Personnel Review, 32, 569-587.
10. Cox, S., & Flin, R. (1998). Safety culture: Philosopher's stone or man of straw? Work and Stress, 12, 189-201.
11. Cullen, W. D. (2001). The Ladbroke Grove Rail Inquiry: Parts 1 and 2 Report. London, UK: HSE Books.
12. Department of Transport. (1992). New Opportunities for the Railways: The Privatisation of British Rail. London, UK: Her Majesty's Stationary Office.
13. Department of Transport. (1993). Railways Act 1993 (Ch. 43). London, UK: Her Majesty's Stationary Office.
14. Department of Transport. (2004). The Future of Rail. London, UK: Her Majesty's Stationary Office.
15. Driscoll, J. W. (1978). Trust and participation in organisational decision making as predictors of satisfaction. Academy of Management Journal, 21, 44-56.
16. Ferres, N., Travaglione, T., & Connell, J. (2002). Trust: A precursor to potential mediating effect of transformational leadership? International Journal of Organisational Behaviour, 5, 242-263.
17. Firth-Cozens, J. (2004). Organisational trust: The keystone to patient safety. Quality of Safety and Health Care, 13, 56-61.
18. Fukuyama, F. (1995). Trust: The Social Values and the Creation of Prosperity. New York: Free Press.
19. Glaser, B. G., & Strauss, A. L. (1967). The Discovery of Grounded Theory: Strategies for Qualitative Research. Chicago: Aldine Publishing Company.
20. Guest, D., Peccei, R., & Thomas, A. (1994). Safety culture and safety performance: British Rail in the aftermath of the Clapham Junction disaster. Paper presented at the BPS Occupational Psychology Conference. Birmingham, UK.
21. Guldenmund, F. W. (2000). The nature of safety culture: A review of theory and research. Safety Science, 34, 215-257.
22. Hale, A. R. (2000). Culture's confusions. Safety Science, 34, 1-14.
23. Hale, A. R., & Glendon, I. (1987). Individual Behaviour in the Control of Danger. Amsterdam, The Netherlands: Elsevier.
24. Health and Safety Laboratory. (2002). Safety Culture: A Review of the Literature. Report RAS/02/04, February. Sheffield: HSL.
25. Henwood, K. L., & Pidgeon, N. F. (1992). Qualitative research and psychological theorizing. British Journal of Psychology, 83, 97-111.
26. Hidden, A. (1989). Investigation into the Clapham Junction Railway Incident. London: HMSO.
27. Hofstede, G. (1994). Cultures and Organizations: Intercultural Cooperation and its Importance for Survival. London: Harper Collins.
28. Hopkins, A. (2000). Lessons from Longford. Sydney, Australia: CCH Books.
29. Hopkins, A. (2005). Safety, Culture and Risk. Sydney, Australia: CCH Books.
30. Hutter, B. M. (2001). Regulation and Risk: Occupational Health and Safety on the Railways. Oxford, UK: Oxford University Press.
31. Jeffcott, S., Weyman, A., Pidgeon, N., & Walls, J. (2005) A Review of Relevant Concepts & Literature: Organisational Dynamics and Safety Practice in UK Train Operating Companies (TOCs). Working Paper. University of East Anglia: Norwich & Health and Safety Laboratory: Buxton.
32. Johnston, N. (1996) Blame, punishment and risk management. In C. Hood & D. Jones (Eds.), Accident and Design - Contemporary Debates in Risk Management (pp. 72-83). University College London Press.
33. Jones, G., & George, J. (1998). The experience and evolution of trust: Implications for cooperation and teamwork. Academy of Management Review, 23, 531-546.
34. Kohn, L. T., Corrigan, J. M., & Donaldson, M. S. (1999). To Err Is Human: Building a Safer Health System. Institute of Medicine Report. Washington, DC: National Academy Press.
35. Kramer, R. M. (1999).Trust and distrust in organisations: Emerging perspectives, enduring questions. Annual Review of Psychology, 50, 569-598.
36. Lawton, R., & Parker, D. (2002). Judgements of the rule-related behaviour of health care professionals: An experimental study. British Journal of Health Psychology, 7, 253-265.
37. Leape, L. L., Woods, D. D., & Hatlie, M. J. (1998). Promoting patient safety by preventing medical error. Journal of American Medical Association, 280, 1444-1447.
38. Little, A. D. (2001). Strengthening Safety Culture Across the UK Railway Industry. London, UK: Arthur D. Little Consultancy Limited.
39. Little, A. D. (2004). Risk Aversion in the UK Rail Industry: Report to the Department for Transport (Reference 17791). London, UK: Arthur D. Little Consultancy Limited.
40. Macrae, C. J. (2006) Assuring organizational risk resilience: Assessing, managing and learning from flight safety incident reports. Ph.D. thesis, University of East Anglia.
41. March, J. G., & Olson, J. P. (1995). Democratic Governance. New York: Free Press.
42. Mercer Report. (2002). The GB Rail Industry: In its Own Words. Problems and Solutions. London, UK: Mercer Management Consultancy Limited.
43. Mishra, J., & Morrisey, M. A. (1990). Trust in employee/employer relationships: A survey of West Michigan managers. Public Personnel Management, 19, 443-461.
44. O'Dea, A., & Flin, R. (2003). The Role of Managerial Leadership in Determining Workplace Safety Outcomes. HSE Research Report (044). London, UK: HSE Books. (Available at www.hse.gov.uk/research/rrpdf/rr044.pdf.)
45. Office of Rail Regulation. (2005). Review of the Schedule 8 Performance Regime: Emerging Views and Further Issues. London, UK: Office of Rail Regulation.
46. Ogbonna, E., & Harris, L. C. (1998). Managing organisational culture: Compliance of genuine change? British Journal of Management, 4, 273-288.
47. O'Leary, M., & Pidgeon, N. F. (1995). Too bad we have to have confidential reporting programmes! Some observations on safety culture. Flight Deck, 16, 11-16.
48. Ostberg, O. (1980). Risk perception and work behaviour in forestry: Implications for accident prevention policy. Accident Analysis and Prevention, 12, 189-200.
49. Perrow, C. (1999) Normal Accidents: Living with High-Risk Technologies, 2nd ed. Princeton, NJ: Princeton University Press.
50. Petersen, D. (1993). Establishing good "safety culture" helps mitigate workplace dangers. Occupational Health and Safety, 62, 20-24.
51. Pidgeon, N. F. (1991). Safety culture and risk management in organisation. Journal of Cross-Cultural Psychology, 22, 129-140.
52. Pidgeon, N. F. (1997). The limits to safety? Culture, politics, learning and man-made disasters. Journal of Contingencies and Crisis Management, 5, 1-14.
53. Pidgeon, N. F. (1998). Safety culture: Key theoretical issues. Work & Stress, 12, 202-216.
54. Pidgeon, N. F., & Henwood, K. L. (2004). Grounded theory. In M. Hardy & A. Bryman (Eds.), Handbook of Data Analysis (pp. 625-648). London, UK: Sage Publications.
55. Pidgeon, N. F., & O'Leary, M. (1994). Organizational safety culture: Implications for aviation practice. In N. Johnston, N. McDonald, & R. Fuller (Eds.), Aviation Psychology in Practice (pp. 21-43). Aldershot, UK: Avebury Technical Press.
56. Pidgeon, N. F., & O'Leary, M. (2000). Man-made disasters: Why technology and organizations (sometimes) fail. Safety Science, 34, 15-30.
57. Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leadership behaviours and substitute for leadership as determinants of employee satisfaction, commitment, trust and organisational citizenship behaviours. Journal of Management, 22, 259-298.
58. Power, M. (1994). The Audit Explosion. London, UK: Demos Publications.
59. Power, M. (1997). The Audit Society: Rituals of Verification. Oxford, UK: Oxford University Press.
60. Power, M. (2004). The Risk Management of Everything: Rethinking the Politics of Uncertainty. London, UK: Demos Publications.
61. Reason, J. T. (1997). Managing the Risks of Organisational Accidents. Aldershot, UK: Ashgate.
62. Reason, J. T., Parker, D., & Lawton, R. (1998). Organisational controls and safety: The varieties of rule-related behaviour. Journal of Occupational and Organisational Psychology, 71, 289-304.
63. Rijpma, J. (2003). From deadlock to dead end: The normal accidents - High reliability debate revisited. Journal of Contingencies and Crisis Management, 11, 37-45.
64. Roberts, K. (1990). Managing high reliability organisations. California Management Review, 32, 101-113.
65. Sagan, S. D. (1993). The Limits of Safety: Organizations, Accidents and Nuclear Weapons. Princeton: Princeton University Press.
66. Simard, M., & Marchand, A. (1994). The behaviour of first-line supervisors in prevention and effectiveness in occupational safety. Safety Science, 17, 169-185.
67. Turner, B. A. (1978). Man-Made Disasters, 1st ed. Oxford, UK: Wykeham.
68. Turner, B. A. (1991). The development of a safety culture. Chemistry and Industry, April, 241-243.
69. Turner, B. A., & Pidgeon, N. F. (1997). Man-Made Disasters, 2nd ed. Oxford, UK: Butterworth-Heinemann.
70. Uff, J. (2000). The Southall Rail Accident Inquiry Report. London, UK: HSE Books
71. Uff, J., & Cullen, W. D. (2000). The Southall and Ladbroke Grove Joint Enquiry into Train Protection Systems. London, UK: HSE Books.
72. Van der Schaaf, T. W., & Kanse, L. (2004). Biases in incident reporting databases: An empirical study in the chemical process industry. Safety Science, 42, 57-67.
73. Vaughan, D. (1996). The Challenger Launch Decision: Risky Technology, Culture and Deviance at NASA. Chicago: University of Chicago Press.
74. Weick, K. E. (1987). Organisational culture as a source of high reliability. California Management Review, 29, 112-127.
75. Weick, K. E., & Sutcliffe, K. M. (2001). Managing the Unexpected: Assuring High Performance in an Age of Complexity. San Francisco: Jossey-Bass.
76. Westrum, R. (1992). Cultures with requisite imagination. In J. Wise, D. Hopkin, & P. Stager (Eds.), Verification and Validation of Complex Systems: Human Factors Issues. Berlin: Springer-Verlag.
77. Weyman, A., Pidgeon, N., Jeffcott, S., & Walls, J. (2005). Organisational Dynamics and Safety Culture in UK Train Operating Companies. London, UK: HSE Books: London (Available at http://www.hse.gov.uk/research/ rrpdf/rr421.pdf.)
78. Whitener, E. M., Brodt, S. E., Korsgaard, M. A., & Werner, J. M. (1998). Managers as initiators of trust: An exchange relationship framework for understanding managerial trustworthy behaviour. Academy of Management Review, 23, 513-530.
79. Wildavsy, A. B. (1988). Searching for Safety. New Brunswick: Transaction Books.
80. Wolmar, C. (2001). Broken Rails: How Privatisation Wrecked Britain's Railways. London, UK: Aurum Press.
81. Zaheer, A., McEviley, B., & Perrone, V. (1998). Does trust matter? Exploring the effects of interorganisational and interpersonal trust on performance. Organisation Science, 9, 141-159.
82. Zohar, D. (2000). A group-level model of safety climate: Testing the effect of group climate on micro-accidents in manufacturing jobs. Journal of Applied Psychology, 85, 587-596.