ABSTRACT
The preceding chapters have established that manufacturers’ actions on machinery safety matters were partially shaped by the knowledge base of those involved in design and construction activities. However, firms’ performance could not be explained with reference only to knowledge. In their seminal work on compliance and enforcement, Kagan and Scholz (1984) recognized that as well as competence, motivations and attitudes played a role in shaping business responses and compliance. This chapter takes up the conceptual theme of motivational factors. It shows that differences between firms in their operations and interactions with external actors engendered diverse motivations which, together with the values and attitudes of the key decision makers in firms (the key individuals), shaped firms’ responses on machinery safety matters.
