目錄
Preface
Acknowledgements
Chapter 1 Introduction
1 1 Background
1.2 Contextual Studies on Safety Management
1.3 An Institutional Theory Perspective
1.4 The Hong Kong Context
1.5 Research Aims, Questions and Objectives
1.6 Scope of the Study
1.7 Structure of the Book
Chapter 2 Theoretical Background
2.1 Introduction
2.2 The Emergence of the Neo-institutional Theory
2.3 Core Concepts of the Institutional Theory
2.3.1 Organisational fields
2.3.1.1 Definitions of organisational fields
2.3.1.2 Structuration of organisational fields
2.3.1.3 Issue-defined organisational fields
2.3.2 Institutions
2.3.3 Organisational legitimacy
2.3.3.1 Definitions of organisational legitimacy
2.3.3.2 Sources of legitimacy
2.3.3.3 Antecedents and consequences of legitimacy
2.3.3.4 Conflicts between legitimacy and efficiency
2 3.4 Institutional logics
2.3.4.1 Definitions of institutional logics
2.3.4.2 Institutional logics perspective and organisational heterogeneity
2.4 Debate of Structure versus Agency
2.4.1 Institutional determinism
2.4.2 Competitive versus institutional influences on organisations
2.4.3 Institutional change, complexity, and strategic choice
2.4.3.1 Institutional change
2.4.3.2 A strategic choice perspective
2.4.3.3 Institutional complexity and organisational discretion
2.5 Concluding Remarks
Chapter 3 Towards An Analytical Framework ~f Institutional Complexity and
Organisational Responses
3.1 Introduction
3.2 Institutional Complexity
3.2.1 Definitions of institutional complexity
3.2.2 Sources of institutional complexity
3.2.2.1 Central institutions at the society level
3.2.2.2 Multiple field-level institutional logics
3.2.2.3 The multiplicity of field constituents
3.2.2.4 Specificity of institutions
3.2.2.5 Conflicts between legitimacy and efficiency demands
3.3 Field Structure
3.3 1 Maturity of organisational field
3.3.2 Structure of organisational field
3.3.2 .I Field fragmentation
3.3.2.2 Field centralisation
3.3.2.3 Field formalisation
3.4 Organisational Filters
3.4.1 Field position
3.4.2 Structure
3.4.3 Ownership, relational dependency and governance
3.5 Organisational Responses
3.5.1 Strategic responses
3.5.2 Structural responses
3.6 Concluding Remarks
Chapter 4 Research Methods
4. I Introduction
4.2 The Preference for Qualitative Research Strategy
4.3 Data Collection
4. 3.1 Documentary and archival data
4. 3.2 Case study
4. 3.3 Semi-structured interviews
4.4 The Logic of Linking Prior Theory, Data and Research Findings
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4. 5 Concluding Remarks
Chapter 5 A Construction Safety-Defined Organisational Field
5.1 Introduction
5.2 Conceptualisation of an Issue-defined Organisational Field
5.2.1 The construction industry as an organisational field
5.2.1.1 Interactions
5. 2.1.2 Inter-organisational structures
5. 2.1.3 Information load
5.2.1.4 Mutual awareness
5. 2.2 Construction safety-defined organisational field
5.3 Control and Coordination Mechanisms of Construction Safety-defined
Organisational Field
5.3.1 A historical perspective
5.3.2 A historical analysis of the control and coordination mechanisms of construction
safety-defined organisational field
5.3.2.1 Early days:
5.3.2.2 Embryonic stage:
5.3.2.3 Golden time:
5.3.2.4 Transition stage: 1989-now
5.4 Institutional Sources of Construction Safety
5.4.1 Regulative environment
5.4.2 Normative institutional environment
5.4.3 Cultural-cognitive institutional environment
5.4.4 The market environment
5.5 Concluding Remarks
Chapter 6 An Exploratory Case Study
6.1 Introduction
6.2 A Practice Perspective
6.3 Selection of the Case
6.4 The Case
6.4.1 Project background
6. 4. 2 Data collection
6.4.3 Data analysis
6. 5 Findings
6. 5.1 Competing goals of progress and safety
6.5.2 Mixed safety supervision patterns
6.5.3 Discrepancies in workers' safety awareness
6.5.4 Contractors' strategic responses., compromise
6.5.5 Contractors' strategic responses., avoidance
6.6 Discussion of Findings
6.7 Concluding Remarks
Chapter 7 Sources and Patterns of Institutional Complexity
7. 1 Introduction
7.2 Multiple Institutional Demands of Site Safety
7.2.1 Legal requirements on site safety
7.2.1.1 The legislative framework
7.2.1.2 Enforcement actions
7.2.2 Clients' safety requirements
7.2.2.1 Pre-contract stage
7.2.2.2 Construction stage
7.2.3 Contractors' internal safety requirements
7.2.4 Voluntary safety schemes and standards
7.2.4.1 Field-level safety activities
7. 2.4.2 Safety competition
7.2.4.3 Publicity of safety information
7.2.5 Relationships between multiple institutional demands
7.3 Multiple Safety Management Logics
7.4 Specificity of Legal Requirements
7.5 Efficiency, Legitimacy and Site Safety
7.5.1 Conflict between prcgress and safety requirements
7. 5.2 Safety performance, organisational legitimacy and efficiency
7.5.2.1 Positive consequences of safety performance
7.5.2.2 Negative consequences of safety performance
7.6 Patterns of Institutional Complexity
7.6.1 Inconsistent regulatory demands
7.6.2 Regulatory uncertainty and rigidity
7. 6.3 Redundant institutional demands
7.6.4 Conflict between safety demands and production efficiency
7.6.5 Disparate values and beliefs about safety and how to achieve safety
7.7 Concluding Remarks
Chapter 8 Organisational Filters and Strategic Responses
8. 1 Introduction
8.2 Organisational Filters and General Safety Management Strategies
8. 2.1 Field Positions and Management Strategies
8.2.1.1 Project client's field position
8.2.1.2 Construction company's field position
8.2.2 Project Organisation Structure and Governance
8.3 Contractors' Strategic Responses
8.3.1 Contractors' responses to regulatory requirements and enforcement actions
8. 3.2 Contractors' experience of and responses to clients' safety requirements
8. 3.3 Contractors' responses to field-level safety activities
8.3.3.1 Responses to major safety competition schemes
8.3.3.2 Responses to other field-level safety events
8.3.4 Contractors' responses to redundant safety demands
8.3.5 Contractors' responses to conflicting demands of production and safety
8.4 Concluding Remarks
Chapter 9 Conclusions
9.1 Introduction
9.2 Summary of Main Findings
9.2.1 Construction safety-defined organisational field
9.2.2 Sources of institutional complexity
9.2.2.1 Multiple institutional demands of site safety
9.2.2.2 Constellation of safety management logics
9.2.2.3 Conflict between legitimacy and efficiency demands
9.2.3 Patterns of institutional complexity
9.2.4 Organisational filters and general management strategies
9.2.5 Specific strategic responses
9.3 Theoretical Implications
9.3.1 Implications for institutional theory
9.3.2 Implications for construction safety research
9.4 Practical Implications
9.5 Limitations and Suggestions for Future Study
References
Appendices
Appendix 1 Summary of Empirical Studies Related to Institutional
Complexity
Appendix 2 Semi-structured Interview Guide
Appendix 3 Field-level Actors Involved in Construction Safety Related
Activities
Appendix 4 Tender Evaluation Approaches Used in HKHA and DB
Contracts
Appendix 5 Summary of Safety Initiatives and Related Measures Used
by HKHA
Appendix 6 Summary of Safety Initiatives and Safety Measures Adopted
by Construction Companies
Appendix 7 Summary of Field-level Safety Events
Appendix 8 The Number of Participants and Award Winners in Three Major
Competition Schemes
Appendix 9 Summary of Competition Themes of Construction
Safety Forum
Appendix 10 Publications
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