A multilevel model of safety climate: cross-level relationships between organization and group-level climates.

By D. Zohar, Gil Luria. Journal of Applied Psychology, 2005

1,385 citations recorded by the source corpus.

Subfields: Radiological and Ultrasound Technology, Statistics and Probability, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/088a1e80c62e47e376e6320f1a0ba8ae611dd293

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Citations in the corpus

We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance (2020, background): “In addition, leaders can set the emotional tone for the entire work team by creating a type of ambient stimulus that pervades the team (Goleman, 1998; Hackman, 1992; Liao and Chuang, 2007; Pescosolido, 2002), which is often called a team climate (e.g. Liao and Chuang, 2007; Zohar and Luria, 2005).”
The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective (2013, background): “Empirically, this idea has been supported by different studies that demonstrated, for example, the connection between HRM practices and safety climate (Zohar and Luria 2005) or customer services climate (Rogg et al. 2001).”
Blind forces (2014, background): “…it refers to a perceptual phenomenon—namely, organizational members’ shared perceptions and interpretations of their environment (Schneider & Reichers, 1983), with particular focus on the things that organizational members agree constitute desirable and sanctionable behavior (Zohar & Luria, 2005).”
Safety Climate in Organizations (2016, neutral): “…workplace might be affected by both internal characteristics of the organizations (i.e. department policies; supervision; team-working processes) (Zohar & Luria, 2005; 2010), and by exogenous features related to the external environment (i.e. industrial regulations; national cultures) (Mearns &…”
On the difficulty of promoting workers' safety behaviour: overcoming the underweighting of routine risks (2007, methodology): “8% for unsafe behaviour, using criteria provided by line managers and safety officials in each company (Zohar and Luria, 2005).”
How low does ethical leadership flow? Test of a trickle-down model (2009, background): “For instance, Zohar and Luria (2005) found support for a model linking top management safety leadership to employee safety outcomes through the mediating mechanism of supervisor safety leadership.”
Ethical Leadership and Team Ethical Voice and Citizenship Behavior in the Military: The Roles of Team Moral Efficacy and Ethical Climate (2020, background): “…a variety of contextual factors such as formal (e.g., ethics training programs, rules) and informal (e.g., ethical norms, myths) systems of behavioral control (Arnaud & Schminke, 2012; Treviño et al., 1998; Kim and Vandenberghe 517 Victor & Cullen, 1988; Vidaver-Cohen, 1998; Zohar & Luria, 2005).”
Psychosocial safety climate as a precursor to conducive work environments, psychological health problems, and employee engagement (2010, background): “Management commitment to safety is the central mechanism underlying safety climate (Flin & Yule, 2004; Zohar & Luria, 2005).”
Do Perceptions of Supervisors' Safety Responses Mediate the Relationship between Perceptions of the Organizational Safety Climate and Incident Rates in the Construction Supply Chain? (2012, neutral): “Safety climate is believed to shape workers’ behavior through the expectations they form about how organizations value and reward safety (Zohar & Luria, 2005).”