Resilience has been drawing attention in various academic fields including safety management studies. Previously, safety management studies emphasized rule-governed standardization. However, in recent times, it is considered to hamper organizations’ responses toward unexpected events. The emphasis has now shifted to flexibility and adjustment by workers in the field, in other words, resilience. This paper aims to highlight aspects that may be overlooked by the focus on resilience and to sound a warning over this paradigm shift. Specifically, the paper considers the following three blind spots in resilience according to which (1) standardization elicits resilience, (2) resilience causes baseline drift, and (3) resilience is functionally dissonant with other practices.

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The purpose of this paper is to examine the application of the Swiss cheese model, which is the most well-known accident model in organizational accident research. Specifically, we will clarify two application types of the Swiss cheese model by examining case analysis using the Swiss cheese model and criticisms about the Swiss cheese model. As a result of the analysis, it was clarified that there are two types of application methods of the Swiss cheese model: (1) analysis of the mechanism of organizational accidents and (2) construction of preventive measures for organizational accidents.

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In March 2011 we have seen the catastrophe that occurred at the Fukushima Daiichi nuclear power plant as a result of the Great East Japan Earthquake and Tsunami. However, Fukushima Dai-ni nuclear power plant which was about 10 kilometers to the south has survived in similar severe condition. We focus how Dai-ni has managed this crisis. We found 1) augmented sensemaking 2) consistent psychological safety 3) boundary spanning by media are the crucial points of Fukushima Dai-ni survival.

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The purpose of this paper is to clarify the mechanism of organizational fraud, which is fostered by the chain of intentions and actions of individuals in an organization. In this paper, organizational fraud is classified into four types based on the existence or non-existence of the intention to commit fraud in the planning department and the existence or non-existence of the intention to commit fraud in the implementation department. Through the case studies of the Suruga Bank fraudulent loan problem and the Leopalace21 construction deficiency problem, we showed that the former corresponds to “intentional organizational fraud” and the latter to “unconscious complicity organizational fraud”.

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In this paper, we review previous studies on organizational corruption to show that there are various ways of understanding organizational corruption, depending on the viewpoints and ideas. Then, we examine the answer to the problem that organizational corruption does not disappear in spite of the adoption of various anticorruption management systems in organizations. In particular, this paper discusses the possibility that, due to the diversity of organizational corruption phenomena, the prevention of one type of organizational corruption does not work against the occurrence of another type of organizational corruption. At the same time, we also point out that it may increase the occurrence of organizational corruption.

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