We pointed out that organizational culture is not necessarily isomorphic with organizational climate the latter reflecting the morale and sense of family of members and the former shared values and practices. Those concerned with safety have often assumed that low morale indicates an organizational culture that may result in accidents. However, empirical evidence to support the linkage is lacking. In the 1980s, investigations of several airlines torn by labor strife failed to reveal any increase in incidents associated with low morale or interpersonal strife. Figure 5 is a theoretical model of paths of influence between cultures, training and behavior.
Solid lines depict relationships for which empirical evidence has been gathered.
National culture also influences the design and delivery training. Finally, there is growing evidence that training can modify the professional culture. We feel that the most valid way to measure organizational practices is through line audits. On the other hand, although important theoretically, the relationships between safety culture and national culture and professional culture and safe behaviors have not been demonstrated empirically because a quantitative index of safety culture has not been developed. The relationships between organizational climate and safety culture and safe behaviors, if any, have also to be determined.