Published Online:March 2026
Product Name:The IUP Journal of Business Strategy
Product Type:Article
Product Code:IJBS020326
DOI:10.71329/IUPJBS/2026.23.1.28-38
Author Name:Rohit Kumar
Availability:YES
Subject/Domain:Strategic
Download Format:PDF
Pages:28-38
Mining remains vital to India’s industrial growth, yet recurring fatal and serious accidents continue to challenge the sector, particularly in coal-intensive states such as Jharkhand. Despite stronger regulations and technological advancements, reports from the Directorate General of Mines Safety and the Ministry of Coal highlight persistent mechanical, human, and organizational failures. This paper argues that mining safety is still largely approached as a compliance requirement rather than a strategic organizational capability. Drawing on Dynamic Capabilities Theory, it introduces the concept of dynamic safety capability (DSC), emphasizing continuous hazard sensing, rapid HR-led and technology-enabled responses, and the transformation of routines to embed safety in everyday practice. Grounded in Jharkhand’s regional realities, the study proposes practical managerial and policy pathways for building adaptive and resilient safety systems.
Mining occupies a paradoxical position in India’s development trajectory. It fuels industrial growth, powers electricity generation, and sustains large segments of the national economy, yet it continues to operate within one of the most hazardous occupational environments. This tension between economic indispensability and operational risk is especially pronounced in Jharkhand, a state that hosts some of India’s most productive coalfields, including Jharia and Bokaro.