Organizational violence against women is a complex and multifaceted phenomenon that challenges job security and justice in the workplace by reproducing individual and organizational harms. Purely reactive and ex-post strategies (such as penal sanctions or disciplinary measures) are deemed insufficient for fundamentally curbing this issue. Therefore, "prevention" emerges as a proactive and dynamic strategy to identify and neutralize the facilitating grounds for violence before its occurrence. The main issue of this research is to explain and comprehensively analyze strategies for preventing organizational violence against women, focusing on two complementary and synergistic approaches: first, social approaches that emphasize fundamental reform and transformation of organizational culture and professional relationships based on gender justice; and second, situational interventions that aim to reduce criminal opportunities by designing safe working environments to prevent the occurrence of violence. This research seeks to examine how to optimally combine these two approaches to achieve maximum effectiveness in preventing violence against women. The findings indicate that the effectiveness of preventing organizational violence against women requires the simultaneous and systematic implementation of both approaches. Social approaches, by focusing on empowering women, enhancing organizational culture, and promoting gender justice, address the soft causes of violence. Situational interventions, through tools such as designing safe physical and virtual environments, establishing clear reporting guidelines, and providing immediate victim support, create practical barriers against the occurrence of violence. This strategic integration leads to the creation of safer and more just working environments and and prevents the cycle of violence.