Are safety and operational effectiveness contradictory requirements: The roles of routines and relational coordination |
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| Institution: | 1. UCD Michael Smurfit Graduate School of Business, University College Dublin, Carysfort Avenue, Blackrock, Co. Dublin, Ireland;2. Ivey School of Business, The University of Western Ontario, 1151 Richmond Street North, London, ON, Canada N6A 3K7;3. Operations Management and Information Systems, Schulich School of Business, York University, 4700 Keele Street, Toronto, ON, Canada M3J 1P3;1. Lundquist College of Business, University of Oregon, Eugene, OR 97403, United States;2. Babson College, Management Division, Tomasso 123, 231 Forest Street, Babson Park, MA 02457, United States;1. NC A&T State University, Greensboro, NC, United States;2. University of Massachusetts-Boston, Boston, MA, United States;3. Northern Illinois University, DeKalb, IL 60115-2854, United States;4. Colorado State University, Fort Collins, CO, United States;1. Oregon State University, College of Business, 422 Austin Hall, Corvallis, OR 97331-2603, United States;2. Portland State University, School of Business Administration, P.O. Box 751, Portland, OR 97232-0751, United States;1. IE Business School, IE University, Spain;2. Carlson School of Management, University of Minnesota, United States;3. University of Cambridge Judge Business School & Magdalene College, United Kingdom;4. Imperial College Business School, Imperial College London, United Kingdom |
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| Abstract: | The relationship between managing a production system to be safe and managing it to be operationally effective is often described in conflicting terms, creating confusion for research and practice. Some view improving safety as separate and distinct from increasing operational effectiveness; they are contradictory requirements. Others emphasize that safety and effectiveness are complementary, and combine to enhance competitiveness. Recent research proposes that this confusion can be explained by examining the operational and safety routines used in production. Specifically, when an organization chooses to manage safety and operations in a coordinated fashion using a joint management system, safety and operational effectiveness are complementary. Yet, the contradiction between safety and operations can occur when the functions are managed as separate and unequal silos. This research tests this supposition using the theory of relational coordination. The results, based on a combination of survey and archival safety data from 198 manufacturing firms, show that safety and operational outcomes are indirectly related via routines and that plants that manage safety and operations using a joint management system make these priorities complementary and do not create trade-offs between safety and operational performance. |
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| Keywords: | Safety Routines Contradictory requirements Relational coordination |
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