Contracting and Safety : : Exploring Outsourcing Practices in High-Hazard Industries.

• Superior document: SpringerBriefs in Applied Sciences and Technology Series
• Author: Hayes, Jan.
• TeilnehmendeR: Tillement, Stéphanie.
• Place / Publishing House: Cham : : Springer International Publishing AG,, 2022.; ©2022.
• Year of Publication: 2022
• Edition: 1st ed.
• Language: English
• Series: SpringerBriefs in Applied Sciences and Technology Series
• Physical Description: 1 online resource (120 pages)

Table of Contents

• 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
• 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.
• 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.
• 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.