An evaluation of a new instrument to measure organisational safety culture values and practices

Accident Analysis and Prevention

Volumn 39, Issue 6, 2007, Pages 1202-1211

  Diaz Cabrera D ^a   Hernandez Fernaud E ^a   Isla Diaz R ^a  

^a UNIVERSIDAD DE LA LAGUNA   (Spain)

Author keywords

Competing values framework; Organisational practices; Organisational values; Safety culture

Indexed keywords

ALARM SYSTEMS; SOCIETIES AND INSTITUTIONS;

COMPETING VALUES FRAMEWORK; ORGANISATIONAL PRACTICES; ORGANISATIONAL VALUES; SAFETY CULTURE;

SAFETY ENGINEERING;

ADULT; ARTICLE; EVALUATION; FEMALE; HUMAN; MALE; OCCUPATIONAL ACCIDENT; ORGANIZATION; ORGANIZATION AND MANAGEMENT; QUESTIONNAIRE; SAFETY; SPAIN;

ACCIDENTS, OCCUPATIONAL; ADULT; FEMALE; HUMANS; MALE; ORGANIZATIONAL CULTURE; QUESTIONNAIRES; SAFETY MANAGEMENT; SPAIN;

EID: 34848906826     PISSN: 00014575     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.aap.2007.03.005     Document Type: Article

References (32)

1. Ashkanasy N.M., Wilderom C.P., and Peterson M.F. Handbook of Organizational Culture and Climate (2000), Sage, London
2. Booth R.T. The promotion and measurement of a positive safety culture. In: Stanton N. (Ed). Human Factors in Nuclear Safety (1996), Taylor & Francis, Londres 313-332
3. Cameron K.S., and Quinn R.E. Diagnosing and Changing Organizational Culture. Based on the Competing Values Framework (1999), Addison Wesley, Massachusetts
4. Cox S.J., and Flin R. Safety culture: philosopher's stone or man straw?. Work Stress 12 3 (1998) 189-201
5. Cox S.J., and Cheyne A.J.T. Assessing safety culture in offshore environments. Safety Science 34 (2000) 111-129
6. Donald I., and Young S. Managing safety: an attitude-based approach to improving safety in organisations. Leadership Organization Dev. J. 17 4 (1996) 13-20
7. Glendon A.I., and Stanton N.A. Perspectives on safety culture. Saf. Sci. 34 (2000) 193-214
8. Guldenmund F.W. The nature of safety culture: a review of theory and research. Saf. Sci. 34 (2000) 215-257
9. Hale A. Culture's confusions. Saf. Sci. 34 (2000) 1-14
10. Hurst N.W., Young S., Donald I., Gibson H., and Muyselaar A. Measures of safety management performance and attitudes to safety at major hazard sites. J. Loss Prevent. Process Ind. 9 2 (1996) 161-172
11. Harvey J., Erdos G., Bolam H., Cox M., Kennedy J., and Gregory D. An analysis of safety culture attitudes in a highly regulated environment. Work Stress 16 1 (2002) 18-36
12. Isla R., and Cabrera D.D. Safety climate and attitude as evaluation measures of the organizational safety. Accident Anal. Prevent. 29 5 (1997) 643-650
13. Itoh K., Andersen H.B., and Seki M. Track maintenance train operators? Attitudes to job, organisation and management, and their correlation with accident/incident rate. Cognit. Technol. Work 6 2 (2004) 63-78
14. Maierhofer N.I., Kabanoff B., and Griffin M.A. The influence of values in organizations: linking values and outcomes at multiple levels of analysis. Int. Rev. Ind. Organizational Psychol. 17 (2002) 217-263
15. Morgan G. Images of Organization (1943/1997), Sage, London
16. Pidgeon C. Safety culture and risk management in organizations. J. Cross-Culture Psychol. 22 1 (1991) 129-140
17. Pidgeon N., and O'Leary M. Man-made disasters: why technology and organizations (sometimes) fail. Saf. Sci. 34 (2000) 15-30
18. Quinn R.E. Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance (1988), Jossey-Bass, San Francisco
19. Quinn R.E., and Rohrbaugh J. A spatial model of effectiveness criteria: towards a competing values approach to organizational analysis. Manage. Sci. 29 3 (1983) 363-377
20. Quinn R.E., and Spreitzer G.M. The psychometrics of the competing values culture instrument and an analysis of the impact of organizational culture on quality of life. Res. Org. Change Dev. 5 (1991) 115-142
21. Reiman T., and Oedewald P. Measuring maintenance culture and maintenance core task with culture-questionnaire-a case study in the power industry. Saf. Sci. 42 (2004) 859-889
22. Reiman T., Oedewald P., and Rollenhagen C. Characteristics of organizational culture at the maintenance units of two Nordic nuclear power plants. Reliab. Eng. Syst. Saf. 89 (2005) 331-345
23. Russel D.W. In search of underlying dimensions: the use (and abuse) of factor analysis in Personality and Social Psychology Bulletin. Personality Soc. Psychol. Bull. 28 12 (2002) 1629-1646
24. Schein E.H. Organizational Culture and Leadership (1985), Jossey-Bass, San Francisco
25. Silva S., Lima L., and Baptista C. OSCI: an orgnisational and safety climate inventory. Saf. Sci. 42 (2004) 205-220
26. Tabachnick B.G., and Fidell L.S. Using Multivariate Statistics (2001), Allyn and Bacon, Needham Heights, MA
27. Van Muijen J.J., Koopman P., De Witte K., De Clock G., Susanj Z., Lemoine C., et al. Organizational culture: the focus questionnaire. Eur. J. Work Org. Psychol. 8 4 (1999) 551-568
28. Vredenburgh A.G. Organizational safety: which management practices are most effective in reducing employee injury rates?. J. Saf. Res. 32 (2002) 259-276
29. Wahlstrom B. Assessing the influence of organizational factors on nuclear safety. In: Wilpert y B., and Itoigawa N. (Eds). Safety Culture in Nuclear Power Plant (2001), Taylor & Francis, London 177-188
30. Weick K. Organizational culture as a source of high reliability. In: Weick K. (Ed). Making Sense of the Organizations (2001), Blackwell, Oxford 330-344 (Reprinted from California Management Review, 29)
31. Wilpert B. The relevance of safety culture for nuclear power operations. In: Wilpert B., and Itoigawa N. (Eds). Safety Culture in Nuclear Power Plant (2001), Taylor & Francis, London 5-18
32. Zammuto R.F., Gifford B., and Goodman E.A. Managerial ideologies, organizational culture, and the outcomes of innovation: a competing values perspective. In: Ashkanasy N.M., Wilderom C.P., and Peterson M.F. (Eds). Handbook of Organizational Culture and Climate (2000), Sage, London 261-278