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Cham : Springer International Publishing AG, 2022

1 online resource (120 pages)

ISBN 9783030897925 (electronic bk.)

ISBN 9783030897918

SpringerBriefs in Applied Sciences and Technology Ser.

Print version: Hayes, Jan Contracting and Safety Cham : Springer International Publishing AG,c2022 ISBN 9783030897918

4 Inter-organisational Collaboration for the Safety of Railway Vehicles: A Japanese Case -- 4.1 A Serious Incident -- 4.2 The MAIS Approach -- 4.3 Inter-organisational Relations and Efforts to Shape Railway Vehicle Safety in Japan -- 4.4 Analysis.

2.4.2 Lesson 2: Hidden Temporalities and Embracing Distant Past and Future Are Key in the Contracting-Out Process -- 2.4.3 Lesson 3: Contracting Out Is a Dynamic Process, Which Requires Heedful Interactions Between Principal and Contractor in the Long Term -- References -- 3 Workload Planning Management of Maintenance Activities in Nuclear Power Plants: Compensation Mechanisms at the Contractor Interface -- 3.1 Introduction -- 3.2 Maintenance Workload Planning at the Contractor Interface -- 3.2.1 Anticipation and Adaptation -- 3.2.2 Effects of Contracting -- 3.3 Research Context, Method and Data -- 3.4 Findings and Analysis -- 3.4.1 Preparing for Maintenance Outages -- 3.4.2 Implementation of Provisions Related to Workload Planning -- 3.4.3 Restoring the Workload-Resource Balance -- 3.4.4 Contractor Adaptability -- 3.5 Discussion and Conclusion -- References ---

4 Inter-organisational Collaboration for the Safety of Railway Vehicles: A Japanese Case -- 4.1 A Serious Incident -- 4.2 The MAIS Approach -- 4.3 Inter-organisational Relations and Efforts to Shape Railway Vehicle Safety in Japan -- 4.4 Analysis.

Intro -- Foreword -- Preface -- Contents -- 1 Outsourcing and Safety-An Introduction -- 1.1 Why Outsourcing and Safety? -- 1.2 Research Approach -- 1.3 The Structure of the Book -- References -- 2 Contracting and Safety: Lessons from Observing an Outsourcing Process "in the Making" -- 2.1 Introduction -- 2.2 Outsourcing, Contracting Out and Safe Industrial Performance -- 2.3 The Trajectory of an Outsourcing Process in a Nuclear Plant -- 2.3.1 The Issue of Defining Precisely the Outsourced Activity from the Beginning -- 2.3.2 The Trickle-Down Effects of Outsourcing on Safe Industrial Performance -- 2.4 Conclusion: Lessons Learned -- 2.4.1 Lesson 1: A Correct Assessment of the Nature of an Activity Before Outsourcing Is Essential ---

7 Managing Workplace Safety in the Temporary Organisation-Theoretical and Practical Challenges Associated with Large Construction Projects -- 7.1 Introduction -- 7.2 Action-Based Theory of Temporary Organising -- 7.3 Current Safety Management Approaches in Large Construction Projects and Some Limitations -- 7.4 Safety and the Temporary Organising of Construction Projects -- 7.4.1 Time in Large Construction Projects -- 7.4.2 Tasks in Large Construction Projects -- 7.4.3 Teams in Large Construction Projects -- 7.4.4 Transition in Large Construction Projects -- 7.5 Taking Account of Temporary Organising Towards an Action-Based Approach to Workplace Safety -- References -- 8 When the Project Ends and Operations Begin: Ensuring Safety During Commissioning Through Boundary Work -- 8.1 Introduction -- 8.2 Outsourcing, Projects and Safety ---

4.5 Conclusion -- References -- 5 Engaged Scholarship for Exploring Applicability of Relational Contracting to Nuclear Industry Projects -- 5.1 Introduction -- 5.2 Contractual Approaches -- 5.2.1 Traditional Contractual Approaches in the Nuclear Industry -- 5.2.2 Project Alliancing Approach -- 5.2.3 A Legal Perspective to Relational Contracting -- 5.3 Method -- 5.4 Results -- 5.5 Conclusion -- References -- 6 Contracting Qualities that Challenge Reliability: A Case of the Utility Sector -- 6.1 Introduction -- 6.2 Organising for Process Reliability -- 6.3 Contracting Qualities and Reliability in Utility Construction -- 6.3.1 Specialisation -- 6.3.2 Transience -- 6.3.3 Price Competition -- 6.4 Unintended, Unanticipated Events Occur -- 6.5 Recommendations -- 6.6 Conclusions -- References ---

7 Managing Workplace Safety in the Temporary Organisation-Theoretical and Practical Challenges Associated with Large Construction Projects -- 7.1 Introduction -- 7.2 Action-Based Theory of Temporary Organising -- 7.3 Current Safety Management Approaches in Large Construction Projects and Some Limitations -- 7.4 Safety and the Temporary Organising of Construction Projects -- 7.4.1 Time in Large Construction Projects -- 7.4.2 Tasks in Large Construction Projects -- 7.4.3 Teams in Large Construction Projects -- 7.4.4 Transition in Large Construction Projects -- 7.5 Taking Account of Temporary Organising Towards an Action-Based Approach to Workplace Safety -- References -- 8 When the Project Ends and Operations Begin: Ensuring Safety During Commissioning Through Boundary Work -- 8.1 Introduction -- 8.2 Outsourcing, Projects and Safety ---

8.3 A Safety-Critical Project: Building and Operating a New Facility at NucStor Plant -- 8.4 Challenges Encountered in the Commissioning Phase -- 8.5 Boundary Work for Improved Reliability -- 8.6 Discussion and Conclusion -- References.

4.5 Conclusion -- References -- 5 Engaged Scholarship for Exploring Applicability of Relational Contracting to Nuclear Industry Projects -- 5.1 Introduction -- 5.2 Contractual Approaches -- 5.2.1 Traditional Contractual Approaches in the Nuclear Industry -- 5.2.2 Project Alliancing Approach -- 5.2.3 A Legal Perspective to Relational Contracting -- 5.3 Method -- 5.4 Results -- 5.5 Conclusion -- References -- 6 Contracting Qualities that Challenge Reliability: A Case of the Utility Sector -- 6.1 Introduction -- 6.2 Organising for Process Reliability -- 6.3 Contracting Qualities and Reliability in Utility Construction -- 6.3.1 Specialisation -- 6.3.2 Transience -- 6.3.3 Price Competition -- 6.4 Unintended, Unanticipated Events Occur -- 6.5 Recommendations -- 6.6 Conclusions -- References ---

9 Outsourcing Risk Governance: Using Consultants to Deliver Regulatory Functions -- 9.1 Introduction -- 9.2 Effective Regulation and Effective Regulators -- 9.3 Outsourcing of Regulatory Functions -- 9.4 Economic and Technical Regulation of Gas Supply -- 9.5 Method -- 9.6 Findings -- 9.7 Discussion -- 9.8 Conclusion -- References -- 10 Outsourcing in Theory and Practice: Insights from Nuclear Risk Governance -- 10.1 Introduction -- 10.2 Organisational Hypocrisy: A Definition and Two Gaps -- 10.3 Situated Organisational Hypocrisy and Outsourcing -- 10.4 Research Settings and Cases -- 10.5 Data Collection and Analysis -- 10.6 Organisational Hypocrisy in Action -- 10.7 Normal Organisational Hypocrisy and Outsourcing -- References -- 11 Outsourced Enforcement: Improving the Public Accountability of Building Inspectors -- 11.1 Introduction -- 11.2 Effective Regulation and Effective Regulators -- 11.3 Public Accountability -- 11.4 Grenfell Tower -- 11.5 Incidents in the Australian Building Sector -- 11.6 Discussion -- 11.7 Conclusion -- References -- 12 Implications for Safe Outsourcing -- 12.1 Introduction -- 12.2 The Problem of Fragmentation -- 12.3 Transience and Temporality -- 12.4 Taking Stock and Looking Forward: Advancing Safety Theory -- References.

001896597

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(Au-PeEL)EBL6884913

(MiAaPQ)EBC6884913

(OCoLC)1297832670