Shaping the Safety Culture of High Reliability Organizations through Digital Transformation

Marek Jabłoński and Adam Jabłoński
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Marek Jabłoński: Faculty in Chorzów, WSB University in Poznan, Sportowa 29, 41-506 Chorzów, Poland
Adam Jabłoński: Faculty in Chorzów, WSB University in Poznan, Sportowa 29, 41-506 Chorzów, Poland

Energies, 2021, vol. 14, issue 16, 1-21

Abstract: The aim of the article is to present key mechanisms for shaping the safety culture of high reliability organizations through digital transformation, which is now a key challenge for the entire global economy. It is particularly important in processes conducted by so-called high reliability organizations. From this cognitive perspective, it is important to define the place and role of digital transformation in shaping the safety culture of high reliability organizations. The comparison of the issues of the safety culture and digital transformation of high reliability organizations seems to be an important cognitive aspect resulting from technological progress in the area of the digital economy. The socio-technological system in which high reliability organizations exist is organized in such a way that all technical, operational and organizational aspects, including the participation of many entities involved in the operation of this complex system, are coherent. This coherence can be influenced by the digital transformation solutions that are implemented and used. The article used the analytic hierarchy process (AHP) and Vester methods, which were used for research by railway undertakings operating on the Polish railway market, to solve the scientific problem. A ranking of specific issues responsible for building safety culture and the identification of factors that are important for the effectiveness of the process of shaping the expected safety culture was created.

Keywords: safety culture; high reliability organization; digital transformation; digital economy (search for similar items in EconPapers)
JEL-codes: Q Q0 Q4 Q40 Q41 Q42 Q43 Q47 Q48 Q49 (search for similar items in EconPapers)
Date: 2021
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