Regulatory culture - A case study in Finland

Teemu Reiman, Leena Norros

Research output: Chapter in Book/Report/Conference proceedingConference article in proceedingsScientificpeer-review

1 Citation (Scopus)


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 languageEnglish
Title of host publicationNew Century, New Trends
Subtitle of host publicationProceedings of the 2002 IEEE 7th Conference on Human Factors and Power Plants
EditorsJ.J. Persensky, Bruce Hallbert, Harold Blackman
Place of PublicationNew York
PublisherIEEE Institute of Electrical and Electronic Engineers
Pages5-15 - 5-20
ISBN (Print)978-0-7803-7450-8
Publication statusPublished - 2002
MoE publication typeA4 Article in a conference publication
Event2002 IEEE 7th Conference on Human Factors and Power Plants - Scottsdale, United States
Duration: 15 Sept 200219 Sept 2002


Conference2002 IEEE 7th Conference on Human Factors and Power Plants
Country/TerritoryUnited States


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