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Journal of Business Ethics
Erschienen in: Journal of Business Ethics 2/2014

01.08.2014

Safety Culture: A Catalyst for Sustainable Development

verfasst von: Sara Hajmohammad, Stephan Vachon

Erschienen in: Journal of Business Ethics | Ausgabe 2/2014

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Abstract

The present paper investigates the potential benefits of a strong safety culture (SC). Specifically, we build on the organizational support theory to explore the direct and indirect effects of SC on firm performance. Partial least squares method is used to analyze the data collected from a survey among 251 Canadian plants. The results show that SC is associated with several performance indicators all linked to sustainable development (i.e., environmental, financial, and safety performance). Importantly, our findings also suggest that the relationships between SC and environmental/safety performance are mediated by the actual level of implemented environmental/safety practices within plants. We conclude the paper by highlighting the study’s limitations and contributions as well as theoretical and managerial implications.
Vorheriger Artikel Challengers from Within Economic Institutions: A Second-Class Social Movement? A Response to Déjean, Giamporcaro, Gond, Leca and Penalva-Icher’s Comment on French SRI
Nächster Artikel The Influence of Business School’s Ethical Climate on Students’ Unethical Behavior

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Metadaten
Titel
Safety Culture: A Catalyst for Sustainable Development
verfasst von
Sara Hajmohammad
Stephan Vachon
Publikationsdatum
01.08.2014
Verlag
Springer Netherlands
Erschienen in
Journal of Business Ethics / Ausgabe 2/2014
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI
https://doi.org/10.1007/s10551-013-1813-0

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