Authors : Justine Adua Avogo

Volume/Issue : Volume 11 - 2026, Issue 2 - February

Google Scholar : https://tinyurl.com/bdh5hds4

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DOI : https://doi.org/10.38124/ijisrt/26feb1297

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Abstract : This article advances the Behaviour–Culture–Balanced Scorecard Safety Framework (BC–BSC–SF) as a contextual and theoretical foundation for addressing persistent safety management challenges in Ghanaian construction small and medium-sized enterprises (SMEs). It is developed through a critical synthesis of Ghana’s construction sector context, regulatory history, and operational realities, alongside a structured review of recent global and regional safety management literature. The synthesis suggests that conventional systems remain largely impractical for most Ghanaian SMEs due to high costs, informality, and capacity limitations, while participatory models often lack structured monitoring. The BC–BSC–SF is conceptually structured to address these issues by integrating low-cost digital tools, measurable key performance indicators (KPIs), and leadership routines into daily workflows, thus outlining a practical and scalable conceptual approach tailored to SME needs. The framework is conceptually designed to support future empirical evaluation using mixed-methods research, establishing a foundation for robust policy development and practical adoption. In conclusion, the BC–BSC–SF offers a comprehensive, evidence-based framework that unifies behaviour, culture, governance, usability, and cost-effectiveness, providing a structured conceptual foundation for improving construction safety management and offering a conceptually transferable framework for similar contexts in low- and middle-income countries. All abbreviations, such as SME (small and medium-sized enterprise), BSC (Balanced Scorecard), and KPI (key performance indicator), are defined at first mention in this abstract.

Keywords : Behaviour-Based Safety, Organisational Culture, Balanced Scorecard, Construction SMEs, Ghana, Safety Framework, Digital Tools.

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