Integrating Behaviour-Based Safety and Organisational Culture through the Balanced Scorecard: A Conceptual Framework for Enhancing Safety Performance in Ghanaian Construction SMEs

Ghanaian construction SMEs continue to experience high occupational health and safety (OHS) risks due to weak enforcement, fragmented safety practices, and limited organisational learning. This conceptual paper aims to develop an integrated safety management framework that addresses these systemic challenges. Specifically, the paper conceptually examines how behavioural reinforcement, organisational culture, and strategic performance measurement can be aligned to improve safety outcomes in resource-constrained construction SMEs. Drawing on Behaviour-Based Safety, Workplace Culture Change, and Balanced Scorecard theory, the paper proposes the Behaviour–Culture–Balanced Scorecard Safety Framework (BC–BSC–SF). The framework demonstrates how leading behavioural and cultural indicators can be embedded within strategic management systems to enable proactive safety governance. The paper recommends strengthening internal controls through strategic scorecards and behavioural monitoring, complemented by enhanced external regulatory oversight. Conceptually, the BC–BSC–SF provides a scalable and policy-relevant model for improving construction safety in Ghana and comparable developing economies.