Abstract
A case study to investigate the organizational culture of the regulatory authority was conducted at the Radiation and Nuclear Safety Authority of Finland's (STUK) Nuclear Reactor Regulation (YTO) - Department. Organizational culture is defined as a pattern of shared basic assumptions that are partially unconscious. A model of the demands of regulatory work was conceptualized and used in assessing the characteristics of the regulatory culture. A combination of quantitative and qualitative methods was used in the research. Based on the results of the case study, we propose a model of the demands of regulatory culture, comprising of three occasionally conflicting roles: the authority role, the expert role and the public role. The implications of these roles and their conflicting demands are also discussed.
| Original language | English |
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| Title of host publication | New Century, New Trends |
| Subtitle of host publication | Proceedings of the 2002 IEEE 7th Conference on Human Factors and Power Plants |
| Editors | J.J. Persensky, Bruce Hallbert, Harold Blackman |
| Place of Publication | New York |
| Publisher | IEEE Institute of Electrical and Electronic Engineers |
| Pages | 5-15 - 5-20 |
| ISBN (Print) | 978-0-7803-7450-8 |
| DOIs | |
| Publication status | Published - 2002 |
| MoE publication type | A4 Article in a conference publication |
| Event | 2002 IEEE 7th Conference on Human Factors and Power Plants - Scottsdale, United States Duration: 15 Sept 2002 → 19 Sept 2002 |
Conference
| Conference | 2002 IEEE 7th Conference on Human Factors and Power Plants |
|---|---|
| Country/Territory | United States |
| City | Scottsdale |
| Period | 15/09/02 → 19/09/02 |