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High reliability process industries: Individual, micro, and macro organizational influences on safety performance

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References

1985An attributional theory of achievement motivation and emotion.8,747 cited
1988Organizations: Rational, Natural, and Open Systems5,199 cited
1973The processes of causal attribution.4,066 cited
1980Safety climate in industrial organizations: Theoretical and applied implications.2,819 cited
1984Organizations: Rational, Natural, and Open Systems.1,825 cited
1975On the Folly of Rewarding A, While Hoping for B1,780 cited
1987Organizational Culture as a Source of High Reliability1,385 cited
1975Representation and Understanding: Studies in Cognitive Science1,187 cited
1983Going by the Book, the Problem of Regulatory Unreasonableness854 cited
1988New technology and human error645 cited
1993The Ultimate Advantage: Creating the High-Involvement OrganizationThe Ultimate Advantage: Creating the High-Involvement Organization By LawlerEdward E.III, San Francisco, CA: Jossey-Bass, 1992—371 pages. $29.95613 cited
1983Going by the Book: The Problem of Regulatory Unreasonableness, by Eugene Bardach and Robert A. Kagan593 cited
1987The Self-Designing High-Reliability Organization: Aircraft Carrier Flight Operations at Sea463 cited
1978A behavioral approach to occupational safety: Pinpointing and reinforcing safe performance in a food manufacturing plant.443 cited

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1989New Technology and Human Error425 cited

1969Organization Development: Its Nature, Origins, and Prospects415 cited

Cited by

2000Perceptions of safety at work: A framework for linking safety climate to safety performance, knowledge, and motivation.1,987 cited
2000A group-level model of safety climate: Testing the effect of group climate on microaccidents in manufacturing jobs.1,557 cited
2002Development and test of a model linking safety-specific transformational leadership and occupational safety.1,109 cited
2003Safety climate, safety management practice and safety performance in offshore environments903 cited
2002The effects of leadership dimensions, safety climate, and assigned priorities on minor injuries in work groups867 cited
1996A CROSS‐LEVEL INVESTIGATION OF FACTORS INFLUENCING UNSAFE BEHAVIORS AND ACCIDENTS860 cited
1999Safety-related behavior as a social exchange: The role of perceived organizational support and leader-member exchange.844 cited
2010Safety management practices and safety behaviour: Assessing the mediating role of safety knowledge and motivation833 cited
2002Organizational safety523 cited
2004Creating safer workplaces: assessing the determinants and role of safety climate507 cited
2001The effects of job insecurity on employee safety outcomes: Cross-sectional and longitudinal explorations.505 cited
2009Mission possible? The performance of prosocially motivated employees depends on manager trustworthiness.438 cited
2006Divergent effects of transformational and passive leadership on employee safety.430 cited
2001Designing a safer workplace: Importance of job autonomy, communication quality, and supportive supervisors.429 cited
2007The use of questionnaires in safety culture research – an evaluation415 cited
2007Safety climate and beyond: A multi-level multi-climate framework402 cited