Work, Organisational Fragmentation and Safety

In this chapter, I propose the following argument: the organisational landscape of today has and is currently going through changes that can be described as different forms of fragmentation. This has consequences for organisational theory, the ways work is described, coordinated and governed, and in turn, it influences safety theory and practice. By discussing three different stereotyped “stages” in this fragmentation, I will demonstrate how current organisational changes influence work practice and safety management, and I will argue that we need to understand the boundaries through which work and safety are managed and the role of information infrastructures in these processes.