Abstract
High-reliability organizations facilitate the reliable accomplishment of high-risk goals while avoiding catastrophe. Our paper evaluates natural gas utilities in the United States against the features of high-reliability organization (HRO) theory. We ask: 1) How is high-reliability organizational theory applicable to natural gas infrastructure? And 2) How might natural gas hazards be reconsidered using HRO models of industrial organization? We conclude that natural gas organizations are not high reliability but might be in a period of transition toward becoming HROs. Our conclusions are cautionary, noting that the expanded use of this energy source poses substantial environmental and societal risks under present organizational circumstances.
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