Analyses of systems theory for construction accident prevention with specific reference to OSHA accident reports

Chi, Seokho & Han, Sangwon (2013) Analyses of systems theory for construction accident prevention with specific reference to OSHA accident reports. International Journal of Project Management, 31(7), pp. 1027-1041.

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To enhance workplace safety in the construction industry it is important to understand interrelationships among safety risk factors associated with construction accidents. This study incorporates the systems theory into Heinrich’s domino theory to explore the interrelationships of risks and break the chain of accident causation. Through both empirical and statistical analyses of 9,358 accidents which occurred in the U.S. construction industry between 2002 and 2011, the study investigates relationships between accidents and injury elements (e.g., injury type, part of body, injury severity) and the nature of construction injuries by accident type. The study then discusses relationships between accidents and risks, including worker behavior, injury source, and environmental condition, and identifies key risk factors and risk combinations causing accidents. The research outcomes will assist safety managers to prioritize risks according to the likelihood of accident occurrence and injury characteristics, and pay more attention to balancing significant risk relationships to prevent accidents and achieve safer working environments.

Impact and interest:

6 citations in Scopus
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5 citations in Web of Science®

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ID Code: 55799
Item Type: Journal Article
Refereed: Yes
Keywords: Construction safety, Accident prevention, Construction injury, Systems theory, Domino theory
DOI: 10.1016/j.ijproman.2012.12.004
ISSN: 0263-7863
Divisions: Current > Schools > School of Civil Engineering & Built Environment
Current > QUT Faculties and Divisions > Science & Engineering Faculty
Copyright Owner: Copyright 2012 Elsevier Ltd. APM and IPMA.
Copyright Statement: NOTICE: this is the author’s version of a work that was accepted for publication in International Journal of Project Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in International Journal of Project Management, [Volume 31, Issue 7, (October 2013)] DOI: 10.1016/j.ijproman.2012.12.004
Deposited On: 16 Dec 2012 23:27
Last Modified: 06 Nov 2016 19:26

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