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Mapping Research on Culture and Safety in High‐Risk Organizations: Arguments for a Sociotechnical Understanding of Safety Culture
16 references·3 citing·38 second hop
Mapping Research on Culture and Safety in High‐Risk Organizations: Arguments for a Sociotechnical Understanding of Safety Culture (2009)Mapping Research on Culture and Safety in…The Interpretation of Cultures (2017)The Interpretation of CulturesOrganizational culture and leadership (2012)Organizational culture and le…Managing the Unexpected (2011)Managing the UnexpectedManaging the unexpected: resilient performance in an age of uncertainty (2008)Managing the unexpected: resi…Identities and Insecurities: Selves at Work (2003)Identities and Insecurities: …Towards a model of safety culture (2000)Towards a model of safety cul…The nature of safety culture: a review of theory and research (2000)The nature of safety culture:…Measuring safety climate: identifying the common features (2000)Measuring safety climate: ide…Man-Made Disasters (1995)Man-Made DisastersCultures in Organizations: Three Perspectives (1994)Cultures in Organizations: Th…Organizational culture and leadership (1993)Organizational culture and le…Cultures In Organizations (1992)Cultures In OrganizationsOrganizational Culture as a Source of High Reliability (1987)Organizational Culture as a S…Normal Accidents: Living with High Risk Technologies (1985)Normal Accidents: Living with…Concepts of Culture and Organizational Analysis (1983)Concepts of Culture and Organ…The Interpretation of Cultures (1974)The Interpretation of CulturesHow safety culture can make us think (2019)How safety culture can make u…Outlines of a sensitising model for industrial safety assessment (2012)Outlines of a sensitising mod…The role of standardization in safety management – A case study of a major oil & gas company (2011)The role of standardization i…Book Review: The Psychology of Attitudes (1997)Thirty years of safety climate research: Reflections and future directions (2010)Managing the Risks of Organizational Accidents (2016)Safety climate in industrial organizations: Theoretical and applied implications. (1980)THE BIG FIVE PERSONALITY DIMENSIONS AND JOB PERFORMANCE: A META‐ANALYSIS (1991)A Multilevel Model of Safety Climate: Cross-Level Relationships Between Organization and Group-Level Climates. (2005)Workplace safety: A meta-analysis of the roles of person and situation factors. (2009)An Easy Guide to Factor Analysis (2014)Managerial Leadership: A Review of Theory and Research (1989)Perception of Quality in Higher Education (2004)Analysing Service Quality: The Case of Post-Graduate Chinese Students (2007)The nature of the service quality and satisfaction relationship (2008)Knowledge hiding in organizations (2011)Organizational Climate and Culture (2012)Self-efficacy: Toward a unifying theory of behavioral change. (1977)Social Learning Theory. (1978)Understanding Attitudes and Predicting Social Behavior (1980)Exploratory analysis of the safety climate and safety behavior relationship (2004)The nature of safety culture: A survey of the state-of-the-art (2006)Relation between occupational safety management and firm performance (2008)The Presentation of Self in Everyday Life. (1956)The Structure of Scientific Revolutions (1963)Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)The Capabilities of Market-Driven Organizations (1994)Metaphors We Live By (2003)Dimensionalizing Cultures: The Hofstede Model in Context (2011)Developing a capacity for organizational resilience through strategic human resource management (2010)Sensemaking in Organizations: Taking Stock and Moving Forward (2013)Risk assessment and risk management: Review of recent advances on their foundation (2015)A new accident model for engineering safer systems (2003)A place-based model for understanding community resilience to natural disasters (2008)Key competencies in sustainability: a reference framework for academic program development (2011)Culture in Action: Symbols and Strategies (1986)Managing Legitimacy: Strategic and Institutional Approaches (1995)Framing Processes and Social Movements: An Overview and Assessment (2000)Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation (1991)The Commitment-Trust Theory of Relationship Marketing (1994)Organizational Culture and Leadership (1986)
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References

  • 1974The Interpretation of Cultures19,314 cited
  • 1993Organizational culture and leadership16,527 cited
  • 2017The Interpretation of Cultures16,509 cited
  • 1985Normal Accidents: Living with High Risk Technologies4,965 cited
  • 2012Organizational culture and leadership4,328 cited
  • 1983Concepts of Culture and Organizational Analysis4,051 cited
  • 2000The nature of safety culture: a review of theory and research1,984 cited
  • 2008Managing the unexpected: resilient performance in an age of uncertainty1,968 cited
  • 2000Towards a model of safety culture1,565 cited
  • 2000Measuring safety climate: identifying the common features1,497 cited
  • 1987Organizational Culture as a Source of High Reliability1,385 cited
  • 1994Cultures in Organizations: Three Perspectives1,243 cited
  • 1992Cultures In Organizations1,190 cited
  • 1995Man-Made Disasters873 cited
  • 2003Identities and Insecurities: Selves at Work760 cited
  • 2011Managing the Unexpected691 cited

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  • 2012Outlines of a sensitising model for industrial safety assessment73 cited
  • 2019How safety culture can make us think69 cited
  • 2011The role of standardization in safety management – A case study of a major oil & gas company63 cited