Nudges and risk prevention in the construction sector

Anne Clapier, Olivier Herrbach (), Jérôme Lérat-Pytlak and Eric Lombardot
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Olivier Herrbach: UB - Université de Bordeaux, IRGO - Institut de Recherche en Gestion des Organisations - UB - Université de Bordeaux - Institut d'Administration des Entreprises (IAE) - Bordeaux
Jérôme Lérat-Pytlak: LIRHE - Laboratoire Interdisciplinaire de recherche sur les Ressources Humaines et l'Emploi - UT Capitole - Université Toulouse Capitole - Comue de Toulouse - Communauté d'universités et établissements de Toulouse - CNRS - Centre National de la Recherche Scientifique
Eric Lombardot: PRISM Sorbonne - Pôle de recherche interdisciplinaire en sciences du management - UP1 - Université Paris 1 Panthéon-Sorbonne

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Abstract: Despite three decades of regulatory reinforcement, occupational risk prevention remains poorly implemented in small and medium-sized construction firms. This article investigates how behavioral design interventions – primarily nudges – can systematically increase managerial engagement with prevention planning. Conducted in collaboration with OPPBTP (Frances national prevention body for the construction sector), this action research redesigned a consultancy workshop by integrating 19 behavioral interventions structured around a hybrid architecture combining choice-architecture modifications, implementation intention tools, and capability-building elements. Using a quasi-experimental design comparing 199 non-nudged and 117 nudged companies, logistic regressions reveal that nudging multiplies by 3 to 4 the probability of updating risk assessment documents and formalizing prevention plans. Six nudges proved particularly effective and replicable: reframing, choice simplification, gamification, foot-in-the-door, implementation intentions, and public commitment. These findings offer actionable design principles for prevention agencies and policymakers seeking cost-effective behavioral tools to strengthen occupational safety compliance. Compliance emerges as an organizational accomplishment shaped by decision architecture rather than solely by formal enforcement.

Date: 2026-05
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Published in European Management Journal, 2026, ⟨10.1016/j.emj.2026.05.005⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05776484

DOI: 10.1016/j.emj.2026.05.005

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