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Trust Relations in High‐Reliability Organizations

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  • Sue Cox
  • Bethan Jones
  • David Collinson

Abstract

Workplace trust has been recognized by researchers and practitioners alike to be an important component of an effective safety culture. However, despite this, the concept of trust as it relates to safety has been underresearched, particularly within high‐reliability organizations. This article examines the importance of trust relations and their concomitant impact on safety culture within the specific context of high‐reliability organizations using relevant literatures. The article then explores the implications of high and low trust situations for safety through case studies conducted within the nuclear and offshore industries as exemplars of organizations operating within high‐reliability sectors.

Suggested Citation

  • Sue Cox & Bethan Jones & David Collinson, 2006. "Trust Relations in High‐Reliability Organizations," Risk Analysis, John Wiley & Sons, vol. 26(5), pages 1123-1138, October.
    • Handle: RePEc:wly:riskan:v:26:y:2006:i:5:p:1123-1138
    DOI: 10.1111/j.1539-6924.2006.00820.x
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    References listed on IDEAS

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    1. Bill McEvily & Vincenzo Perrone & Akbar Zaheer, 2003. "Introduction to the Special Issue on Trust in an Organizational Context," Organization Science, INFORMS, vol. 14(1), pages 1-4, February.
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    Cited by:

    1. Saleem Gul & Muhammad Nouman & Aamer Taj & Shahid Ali, 2015. "Towards an Understanding of the Complexity of Creative Efforts: A Conflict and Negotiation Perspective," Business & Economic Review, Institute of Management Sciences, Peshawar, Pakistan, vol. 7(2), pages 53-70, October.

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