Developing an organizational culture aligned with safety is critical in high reliability organizations. In this vein, International Safety Advisory Group (INSAG) [1], in its report of the Chernobyl accident in 1986, affirmed: "Formal procedures, properly reviewed and approved, must be supplemented by the creation and maintenance of a 'nuclear safety culture'". But, what is safety culture? How can it be fostered? Safety culture is a critical part of the organizational culture in high reliability settings. Thus, it is not surprising that, over the last decades, literature on good practices for strengthening safety culture have proliferated. Nonetheless, little is known about the mechanism how organizational culture might influence safety behaviors, attitudes and expectations. Research on these issues might contribute to the evidence-based development of safety policies and practices. This paper aims testing the impact of organizational culture on relevant safety behaviors and the mediating role of trust in this relationship.
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