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Although much is known about small and medium enterprises (SMEs), our current knowledge and understanding of occupational health and safety (OHS) and the work environment in SMEs is limited. Far less is known about how SMEs put our knowledge of OSH into action. In short, how do we create healthy work and healthy lives as well as 'healthy business' in SMEs? The present paper, which also acts as an Editorial for this special issue, addresses these questions by providing a summary of current knowledge - our understanding - about how to create healthy work and healthy lives for workers and owner-managers in SMEs whilst concurrently also aiming to create a healthy business (in terms of profitability and sustainability). This paper and the special issue also emphasise the need to convert this knowledge into action - 'from understanding to action'. [ABSTRACT FROM AUTHOR]

Due to the many constraints that small businesses (SBs) face in meeting legislative requirements, occupational health and safety (OHS) regulatory authorities and other OSH actors have developed programmes which can reach out to SBs and motivate and assist them in improving the work environment. A number of conceptual models help to enhance our understanding of OHS interventions in SBs and their effectiveness. However, they have mainly been evaluated on output rather than the process relating to the change theory underlying the intervention, and hence have seldom been rigorously evaluated. Thus little is known about how particular features of SBs can be taken into account when designing and implementing national programmes. This paper shows how realist analysis and programme theory may be used as a framework for evaluating, developing and improving national intervention programmes for the improvement of the work environment and reducing injuries in SBs. It illustrates this for a specific New Zealand intervention: the Workplace Safety Discount scheme and its implementation in the agriculture sector. In practice, realist analysis should be performed during the planning, implementation and management stages so that ongoing findings can be fed back to the participant social actors to help them make appropriate changes to enhance the likelihood of success. [ABSTRACT FROM AUTHOR]

Research suggests that Occupational Health and Safety (OHS) practitioners have difficulty influencing the decisionmaking process because they are placed on the sidelines in the organisation. This paper analyses the strategies that OHS practitioners use to fulfill their job role and the impact they have on the working environment and OHS management systems. Semi-structured interviews were conducted with ten New Zealand OHS practitioners from mainly large private and public organisations about their job role, OHS tasks, strategies and their impact. The interviews were tape recorded, transcribed, entered into a qualitative data management programme and analysed thematically in relation to their strategies, barriers and their impact on the OHS management system and working environment. The analysis revealed that these OHS practitioners used multiple strategies - chosen in relation to the situation, the stakeholders and their own resources. They saw themselves as change agents or facilitators. They preferred to use a knowledge strategy, supported by an audit strategy. Their last resort was a regulation strategy. All of the practitioners had a positive impact on stakeholders' knowledge, attitude and behavior and on OHS management systems. Some practitioners improved the working environment but few were involved in introduction of new technology. [ABSTRACT FROM AUTHOR]