Abstract
The safety commitment of managers is known to play a central role in preventing major industrial accidents (O’Dea and Flin, 2001). The concept is positively related to employees’ process safety attitudes and safety behavior (Bieder and Bourrier, 2013) and can also facilitate the implementation of safety management systems (e.g., Levovnik et al., 2019; Nwankwo et al., 2020). However, while most studies focus on how managers’ commitment to safety can lead to better safety performance, fewer studies focus on how managers' commitment is shaped (Tappura et al., 2017). Although researchers have recently started to explore how environmental and individual factors can influence managers’ contribution to safety (Bieder and Callari, 2020) or how safety professionals can influence managers’ commitment to safety (Madigan et al., 2022), such studies are still few and far between. A better understanding of factors that can influence managers' commitment to safety is essential to effectively develop and promote managers’ commitment to safety in both theory and practice. Therefore, this paper outlines the various factors that can influence managers’ commitment to safety. The aim is to identify external, organizational, and individual factors that can promote or hinder managers’ commitment to safety from the extant literature and provide a holistic overview of identified factors. Thus, this paper adds to a better understanding of managers’ commitment to safety. In addition, outlining the factors that can influence managers’ commitment to safety facilitates further research.
