Cultural influences on risks and risk management: six case studies

Abstract

Ever since the accident at the Three Mile Island nuclear power plant on 28 March 1979, the term ‘safety culture’ has been a hot topic for both researchers and organisations. Both the content and causes of a poor safety culture have been the focus of numerous research projects, but also its consequences on an organisation's safety performance and the way organisations should be ‘designed’ to facilitate a ‘good’ safety culture. Since others in this issue focus on the content and causes of safety culture, this article focuses on its consequences from two different but inter-related angles. In the first place, the cultural influences on incident causation are considered. In the second place, the cultural influences on risk management, or specifically incident reporting and analysis, are considered. Both angles are supported by empirical incident data collected in the Dutch steel industry and the medical domain. To collect this data, a risk management approach called PRISMA was used. Further, cultural differences between the domains investigated are highlighted and discussed.