How do organizational structures impact operational safety? Part 1 - Understanding the dangers of decentralization
Date
2020
Authors
Monteiro, Gilsa
Hopkins, Andrew
Melo, Paulo Fernando Frutuoso e
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Volume Title
Publisher
Elsevier
Abstract
This paper (Part 1) is about the influence of organizational structures on the way major accident risks are
managed. It discusses how decentralization, meaning the dispersion of decision-making autonomy within the
company, undermines operational safety. A case study is presented, and three real situations experienced by an
oil and gas company are described, revealing how the decentralized structure contributed to the negative outcomes
observed in each case. The examples demonstrate the need for an operational safety structure with a
higher degree of centralization and a greater independence from business pressures. Then, in a separate paper
(Part 2) following on from this discussion, the authors propose a design strategy to strengthen the operational
safety function. In the suggested structure, a more centralized and independent control of risks is achieved,
without losing the ability to quickly identify and effectively address the safety issues at the asset level.
Description
Keywords
Organizational structure, Culture, Operational safety, Decentralization, Centralization, Major accidents
Citation
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Source
Safety Science
Type
Journal article
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Restricted until
2037-12-31
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