Additional information:Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Design-for-Safety (DFS), and product safety performance. We propose that the underlying assumption of safety first affects the espoused values (group level product safety culture at NPD) and artefacts of organizational culture (Concurrent Engineering and Design-for-Safety); espoused value influences artefacts; and artefacts impact product safety performance. These hypotheses are tested by structural analyses of 255 survey responses collected from 126 firms in the juvenile product sector. While management commitment to safety, product safety culture, andDesign-for-Safety are significant product safety predictors, as expected, Concurrent Engineering has no significant direct effect on product safety. We discuss the implications of these findings for the field of product safety.