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Purpose The purpose of this paper is to identify various individual factors and combinations thereof that can contribute to truck drivers’ occupational accidents, particularly connected to work performed outside the cab in various work environments. Design/methodology/approach In total, 74 accidents were analysed through in-depth interviews with truck drivers. These interviews were conducted employing the critical incident technique, and analysed utilising a qualitative content analysis approach. Findings The contributing factors identified were categorised into 14 categories. In all, 13 of these were grouped into four sections reflecting the drivers’ work outside the cab: “Goods and equipment”, “Loading/unloading area”, “Loading/unloading tasks”, and “Organisation”. A single risk factor was associated with 40 accidents while the other 34 involved combinations of factors. Research limitations/implications Although the tasks performed by truck drivers in different countries are probably similar, one limitation might be that all the accidents characterised occurred in one country: Sweden. Practical implications The findings reveal that complex combinations of risk factors often contribute to accidents. In addition to the transportation company itself, other stakeholders, such as clients, and designers and manufacturers of technology, may influence the occupational safety of truck drivers. Different stakeholders who could contribute to managerial decision making that is designed to prevent accidents are identified and discussed. Originality/value This investigation contributes to an in-depth understanding of the causes of accidents in the transportation industry. The findings are discussed from the perspective of the stakeholders and safety management in an attempt to identify key stakeholders who can improve accident prevention.

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Recent debate regarding the possibility for decreasing the risk of accidents within the construction industry has emphasised the need for innovative training methods. Training should combine behaviour-and culture-based approaches, simulate real-life situations, and involve multiple methods. The concept of Safety Training Park (STP) has been developed to meet these challenges. Eighty stakeholders from the Finnish construction industry have been involved in the construction and financing of the STP in northern Finland (STPNF). This unique cooperation has contributed to the immediate success of the park. However, little is known regarding the creation process and how the utilization of the STPNF could be improved. This article presents as a case study the concept, joint creation process and lessons learned this far. Detailed descriptions of the STPNF, findings from focus group interviews, and evidence from the literature are presented with a focus on the pros and cons of the STPNF. The STP is a new and innovative method for safety training that stimulates different learning styles and inspires changes in individuals' behaviour and in the organisations' safety climate. The stakeholders' high commitment, a long-term perspective, and a strong safety climate are identified as preconditions for the STP concept to work.

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This study focuses on human resource management (HRM) and high performance work practices in small restaurants. Empirical material is collected through interviews aimed at individuals working in the restaurant industry. In the first phase of this study in 2010, ten employees were interviewed, and in the second phase in 2018, five of them were re-interviewed. In 2010, the interviewees were working as employees in a restaurant where well-being was constantly challenged during work. During the second round of interviews in 2018, the interviewees had continued their careers in the sector and worked in five different restaurants. The findings indicate the signs of rapid change within the specific restaurant studied and provide insights into managing well-being at work in the restaurant industry as a whole -an industry that is constantly facing new types of challenges related to new working modes. Findings indicate that well-being at work is a holistic combination of individual and worklevel activities; thus, a comprehensive approach to HRM is required.