This article describes and discusses the result of two studies in a Dutch steel converter plant, conduced with an interval of 9 years. The first study (1989-1993) led to a diagnosis of the management system. Interventions to improve management followed bur were largely unsuccessful, according to the final assessment of the study. Based on Schein's work on organisational culture as a framework, the second study (1997-1998) specified the organisational culture of the steel converter plant related to safety. With the results of the second study it became clear why the attempts to change substantial the structure and culture of the plant were a failure, whilst the steel converter plant still achieved a steady improvement in safety performance. The article raises questions about the need for safety culture change as a prerequisite for performance changes and pleads for a much tighter definition and use of the concept of safety culture as Panacea. The research presented in this paper was presented during the 10th annual conference of the Dutch Occupational Hygiene Society on March 29, 200l at Rotterdam. This article is second in a series on safety culture. The first article presents an overview of the literature as well as a research model (Guldenmund and Swuste, 2001). (Author/publisher)
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