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Journal of Business Ethics

Erschienen in:

11.03.2015

Safety Reloaded: Lean Operations and High Involvement Work Practices for Sustainable Workplaces

verfasst von: Arnaldo Camuffo, Federica De Stefano, Chiara Paolino

Erschienen in: Journal of Business Ethics | Ausgabe 2/2017

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Abstract

Starting from the recent quest to investigate the human side of organizational sustainability, this study applies a variety of regression analyses to investigate the effects of Lean Operations, High Involvement Work Practices, and management behaviors on occupational safety. It tests and finds support for the hypotheses that Lean Production systems, High Involvement Work Practices, and two specific management behaviors—workers’ capability development (coaching and teaching of workers) and empowerment (autonomy and participation of workers in developing their own job standards)—positively affect occupational safety. Furthermore, empowering behaviors positively moderate the effect of Lean Operations on workers’ safety. The study bridges sustainable operations literature with theories related to the ethical side of safety management, sustainable HRM, ethical leadership, and empowerment. In doing so, it contributes to the understanding of occupational safety as constitutive aspect of organizational sustainability.

Vorheriger Artikel Responsible Innovation and the Innovation of Responsibility: Governing Sustainable Development in a Globalized World

Nächster Artikel Threat Interpretation and Innovation in the Context of Climate Change: An Ethical Perspective

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Titel: Safety Reloaded: Lean Operations and High Involvement Work Practices for Sustainable Workplaces
verfasst von: Arnaldo Camuffo
Federica De Stefano
Chiara Paolino
Publikationsdatum: 11.03.2015
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 2/2017
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-015-2590-8

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