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Safety culture across cultures. / Yorio, Patrick L.; Edwards, J.; Hoeneveld, Dick.

In: Safety Science, Vol. 120, 01.12.2019, p. 402-410.

Research output: Contribution to journalReview articleScientificpeer-review

Harvard

Yorio, PL, Edwards, J & Hoeneveld, D 2019, 'Safety culture across cultures' Safety Science, vol. 120, pp. 402-410. https://doi.org/10.1016/j.ssci.2019.07.021

APA

Yorio, P. L., Edwards, J., & Hoeneveld, D. (2019). Safety culture across cultures. Safety Science, 120, 402-410. https://doi.org/10.1016/j.ssci.2019.07.021

Vancouver

Yorio PL, Edwards J, Hoeneveld D. Safety culture across cultures. Safety Science. 2019 Dec 1;120:402-410. https://doi.org/10.1016/j.ssci.2019.07.021

Author

Yorio, Patrick L. ; Edwards, J. ; Hoeneveld, Dick. / Safety culture across cultures. In: Safety Science. 2019 ; Vol. 120. pp. 402-410.

BibTeX

@article{37196113c6084cbebaa3a3fce656ecba,
title = "Safety culture across cultures",
abstract = "National culture colors nearly every aspect of human behavior (Javidan et al., 2006). Despite this truism, the concept has yet to be integrated into organizational safety culture theory. The purpose of this article is to bring awareness as to how national culture can influence organizational safety culture. We do so by theorizing that the shared organizational beliefs, assumptions, and values related to safety (i.e., the anthropologic component of safety culture) are a reflection of the national culture in which the organization's workers are embedded. These organizational values, beliefs, and assumptions directly influence worker perceptions of organizational life and their behavioral choices. Given this prospectively strong direct influence on organizational behavior, we reason that the effectiveness of different organizational structure designs, safety management practices, and leadership characteristics (i.e., safety culture's normative component) can depend on characteristics of the national culture within which the organization resides. We conclude by providing a few key practical suggestions and directions for future research.",
keywords = "National culture, Organizational safety culture, Societal culture",
author = "Yorio, {Patrick L.} and J. Edwards and Dick Hoeneveld",
year = "2019",
month = "12",
day = "1",
doi = "10.1016/j.ssci.2019.07.021",
language = "English",
volume = "120",
pages = "402--410",
journal = "Safety Science",
issn = "0925-7535",
publisher = "Elsevier",

}

RIS

TY - JOUR

T1 - Safety culture across cultures

AU - Yorio, Patrick L.

AU - Edwards, J.

AU - Hoeneveld, Dick

PY - 2019/12/1

Y1 - 2019/12/1

N2 - National culture colors nearly every aspect of human behavior (Javidan et al., 2006). Despite this truism, the concept has yet to be integrated into organizational safety culture theory. The purpose of this article is to bring awareness as to how national culture can influence organizational safety culture. We do so by theorizing that the shared organizational beliefs, assumptions, and values related to safety (i.e., the anthropologic component of safety culture) are a reflection of the national culture in which the organization's workers are embedded. These organizational values, beliefs, and assumptions directly influence worker perceptions of organizational life and their behavioral choices. Given this prospectively strong direct influence on organizational behavior, we reason that the effectiveness of different organizational structure designs, safety management practices, and leadership characteristics (i.e., safety culture's normative component) can depend on characteristics of the national culture within which the organization resides. We conclude by providing a few key practical suggestions and directions for future research.

AB - National culture colors nearly every aspect of human behavior (Javidan et al., 2006). Despite this truism, the concept has yet to be integrated into organizational safety culture theory. The purpose of this article is to bring awareness as to how national culture can influence organizational safety culture. We do so by theorizing that the shared organizational beliefs, assumptions, and values related to safety (i.e., the anthropologic component of safety culture) are a reflection of the national culture in which the organization's workers are embedded. These organizational values, beliefs, and assumptions directly influence worker perceptions of organizational life and their behavioral choices. Given this prospectively strong direct influence on organizational behavior, we reason that the effectiveness of different organizational structure designs, safety management practices, and leadership characteristics (i.e., safety culture's normative component) can depend on characteristics of the national culture within which the organization resides. We conclude by providing a few key practical suggestions and directions for future research.

KW - National culture

KW - Organizational safety culture

KW - Societal culture

UR - http://www.scopus.com/inward/record.url?scp=85069644922&partnerID=8YFLogxK

U2 - 10.1016/j.ssci.2019.07.021

DO - 10.1016/j.ssci.2019.07.021

M3 - Review article

VL - 120

SP - 402

EP - 410

JO - Safety Science

T2 - Safety Science

JF - Safety Science

SN - 0925-7535

ER -

ID: 55590767