The safety knowledge management model in high-hazard organizations: a case study on H Blasting Technology Corporation

Purpose While safety knowledge management in high-hazard organizations has received significant attention, existing literature predominantly focuses on professionalized “elite” settings (e.g. nuclear power, aviation), often overlooking contexts characterized by significant workforce knowledge disparities. To address this deficit, this study aims to develop an integrated theoretical model of safety knowledge management specifically for “asymmetric high-hazard organizations.” Design/methodology/approach An in-depth single case study was conducted on H Blasting Technology Corporation, a representative firm in the civilian blasting industry. The firm is characterized by strict external regulation and a frontline workforce with relatively limited educational attainment and theoretical background. Findings This study reveals that safety knowledge management in high-hazard organizations comprises two interrelated and mutually reinforcing channels: a vertical channel and a horizontal channel. The vertical channel is further classified into vertical knowledge translation (top-down) and vertical information reflection (bottom-up). The horizontal channel is characterized as horizontal high-frequency iteration. Originality/value This study advances the field by shifting the research lens from “elite” to “asymmetric” high-hazard organizations. It provides a novel theoretical framework explaining how organizations can achieve high reliability despite workforce knowledge asymmetries. These findings offer significant theoretical and practical insights for optimizing safety performance under conditions marked by high external regulation and internal knowledge disparities.