@article{ref1,
title="Important factors in common among organizations making large improvement in OHS performance: results of an exploratory multiple case study",
journal="Safety science",
year="2016",
author="Robson, Lynda S. and Amick III, Benjamin C. and Moser, Cindy and Pagell, Mark and Mansfield, Elizabeth and Shannon, Harry S. and Swift, Michael B. and Hogg-Johnson, Sheilah and Cardoso, Siobhan and South, Harriet",
volume="86",
number="",
pages="211-227",
abstract="This exploratory study sought to identify the factors important to large improvement in workplace occupational health and safety (OHS) performance. Mixed methods were used to systematically identify 12 organizations in a workers' compensation database that had made large and intentional improvement in workplace OHS performance in Ontario, Canada, during 1998-2008 (i.e., &quot;breakthrough change&quot; (BTC) cases). Four of these organizations were selected for in-depth case study (two manufacturers, a grocery and a social agency). Cross-case analysis and consideration of existing literature led to a 12-element conceptual model with organizational learning at its core. Four elements were involved in the initiation of BTC: external influence, organizational motivation to improve OHS, new OHS knowledge and a knowledge transformation leader. Five other elements were involved in the process of BTC: responsiveness to OHS concerns, positive social dynamics, continuous improvement pattern, simultaneous operational improvement, and supportive internal context. Finally, three elements are outcomes of BTC: integrated OHS knowledge, decreased OHS risk, and decreased injury and illness. These concepts can be used in future research regarding workplace improvement in OHS performance.<p /> <p>Language: en</p>",
language="en",
issn="0925-7535",
doi="10.1016/j.ssci.2016.02.023",
url="http://dx.doi.org/10.1016/j.ssci.2016.02.023"
}