Abstract:13Organizational culture is defined by dimensions and characteristics that can be used to 14 measure food safety culture in food manufacturing through a food safety maturity model. 15Maturity models from quality, health care, and information technology have been used since 16 early 1970 and this work presents a novel food safety culture maturity model with five capability 17 areas and food safety pinpointed behaviours specific to functions and levels in a food 18
“…Level 3 —core culture reflects the invisible and assumed core values of what the organization is all about. A cultural dimension is “an area of the overall traits of organizational culture that contains components which can be actioned and measured for strength and effectiveness” (Jespersen, Griffiths, Maclaurin, Chapman, & Wallace, 2016, p. 175). A trait in this context can be considered as a characteristic, or a point of difference in the management system itself that is visible and tangible and thus measurable.…”
Section: Determining Cultural Maturitymentioning
confidence: 99%
“…Jespersen et al. (2016, p. 176) concur stating: Maturity models are tools to evaluate a current state of a given culture, system, business or process, and to develop improvement plans against a scale of maturity…. A maturity model can help an organization understand how industry peers are performing and how this performance compares to its own.…”
Section: Determining Cultural Maturitymentioning
confidence: 99%
“…Frameworks are therefore designed to encompass the dimensions, traits, and attributes associated with a given organizational climate. Frameworks, models, and assessment tools have been developed to determine cultural maturity for safety in the petrochemical sector (Goncalves Filho et al., 2010); gas operations (Behari, 2019); mining (Stemn et al., 2019); information systems management in hospitals (Carvalho et al., 2019); sustainability (Reefke & Sundaram, 2018), and food safety culture (Jespersen et al., 2016). Although some cultural maturity assessment tools only focus on positive cultural aspects, verifiable traits can be used to demonstrate both positive and negative aspects of organizational climate.…”
Compliance is the act or status of complying with an imperative regulatory or normative requirement, that is, compliance means working within boundaries defined by contractual, social, or cultural standards. The aim of this narrative review is to use the food supply chain as a lens of enquiry to distinguish between compliance-based and integrity-based organizational climates and frame and rationalize why deviant behavior arises and how it can be identified. Contemporary theory is explored and critiqued using case studies to contextualize the challenge of organizations promoting supply chain compliance and at the same time recognizing the need for deviant behavior to occur in order to drive innovation and continuous improvement within food supply chains. Deviant behavior can be perceived as either positive in terms of driving continuous improvement or destructive where this behavior has a negative impact on the organization. Although multiple cultural maturity models seek to characterize positive food safety culture and climate, there is minimal research that focuses on the characterization of deviant negative behavior or the development of early warning systems designed to pinpoint signals, traits, or characteristics of this behavior such as low staff morale, theft, property destruction, or absenteeism. The use of cultural maturity models and assessment tools is of value in assisting organizations to translate from a rule, instrumental, or compliance-based organizational climate to an ethically strong organizational climate that focuses on integrity, building trust, and values and a new cultural maturity model is proposed and explored.
“…Level 3—core culture reflects the invisible and assumed core values of what the organization is all about. A cultural dimension is “an area of the overall traits of organizational culture that contains components which can be actioned and measured for strength and effectiveness” (Jespersen, Griffiths, Maclaurin, Chapman, & Wallace, 2016, p. 175). A trait in this context can be considered as a characteristic, or a point of difference in the management system itself that is visible and tangible and thus measurable.…”
Section: Determining Cultural Maturitymentioning
confidence: 99%
“…Jespersen et al. (2016, p. 176) concur stating: Maturity models are tools to evaluate a current state of a given culture, system, business or process, and to develop improvement plans against a scale of maturity…. A maturity model can help an organization understand how industry peers are performing and how this performance compares to its own.…”
Section: Determining Cultural Maturitymentioning
confidence: 99%
“…Frameworks are therefore designed to encompass the dimensions, traits, and attributes associated with a given organizational climate. Frameworks, models, and assessment tools have been developed to determine cultural maturity for safety in the petrochemical sector (Goncalves Filho et al., 2010); gas operations (Behari, 2019); mining (Stemn et al., 2019); information systems management in hospitals (Carvalho et al., 2019); sustainability (Reefke & Sundaram, 2018), and food safety culture (Jespersen et al., 2016). Although some cultural maturity assessment tools only focus on positive cultural aspects, verifiable traits can be used to demonstrate both positive and negative aspects of organizational climate.…”
Compliance is the act or status of complying with an imperative regulatory or normative requirement, that is, compliance means working within boundaries defined by contractual, social, or cultural standards. The aim of this narrative review is to use the food supply chain as a lens of enquiry to distinguish between compliance-based and integrity-based organizational climates and frame and rationalize why deviant behavior arises and how it can be identified. Contemporary theory is explored and critiqued using case studies to contextualize the challenge of organizations promoting supply chain compliance and at the same time recognizing the need for deviant behavior to occur in order to drive innovation and continuous improvement within food supply chains. Deviant behavior can be perceived as either positive in terms of driving continuous improvement or destructive where this behavior has a negative impact on the organization. Although multiple cultural maturity models seek to characterize positive food safety culture and climate, there is minimal research that focuses on the characterization of deviant negative behavior or the development of early warning systems designed to pinpoint signals, traits, or characteristics of this behavior such as low staff morale, theft, property destruction, or absenteeism. The use of cultural maturity models and assessment tools is of value in assisting organizations to translate from a rule, instrumental, or compliance-based organizational climate to an ethically strong organizational climate that focuses on integrity, building trust, and values and a new cultural maturity model is proposed and explored.
“…Food safety culture (FS-Culture) is the overarching organizational framework associated with food safety formed by the interplay of actors within the organization (De Boeck, Jacxsens, Bollaerts, & Vlerick, 2015). FS-Culture develops through the interlinking of three theoretical perspectives: organizational culture, food science, and social cognitive science (Jespersen, Griffiths, Maclaurin, Chapman, & Wallace, 2016). An understanding of how an FSMS is developed and implemented is also influenced by internal and external pressures and then interacts with the FS-Culture is critical to consistent achievement of food safety requirements.…”
The aim of this paper is to review the development of food safety management systems (FSMS) from their origins in the 1950s to the present. The food safety challenges in modern food supply systems are explored and it is argued that there is a need for a more holistic thinking approach to food safety management. The narrative review highlights that while the transactional elements of how FSMS are developed, validated, implemented, monitored, and verified remains largely unchanged, how organizational culture frames the operation and efficacy of FSMS is becoming more important. The evolution of a wider academic and industry understanding of both the influence of food safety culture (FS‐culture) and also how such culture frames and enables, or conversely restricts the efficacy of the FSMS is crucial for consumer well‐being. Potential research gaps worthy of further study are identified as well as recommendations given for the application of the research findings within the food industry.
“…Tools to evaluate or assess the Food Safety Culture and climate have been developed and applied worldwide, including the United Kingdom (Wright et al, 2012), Belgium (De Boeck et al, 2015), Canada, the United States (Jespersen, Griffiths, Maclaurin, Chapman, & Wallace, 2016), Serbia, and Greece (Smigic et al, 2016). However, there is no record of such studies in Portuguese-speaking countries, which justifies the need to create such a tool.…”
The aims of this study were to translate into Portuguese, adapt, and test the reliability, internal consistency, conceptual equivalence, and validity of the food safety climate self‐assessment tool. Translation and back translation were performed to test the reliability, internal consistency, conceptual equivalence, and validity of the translated instrument. The process of translating and adapting the tool was completed successfully, and the Portuguese version developed in the present study was confirmed to be similar to the original tool.
Practical applications
The food safety climate self‐assessment tool translated and adapted to promote the evaluation of the food safety climate in the food industry from Portuguese language countries. This tool should be used by industry managers or owners to know the perception and the culture of food safety among the workers.
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