Beyond bad apples : risk culture in business /
edited by Michelle Tuveson, Daniel Ralph, Kern Alexander.
Bok Engelsk 2020 · Electronic books.
| Annen tittel | |
|---|---|
| Medvirkende | Alexander, Kern, (editor.)
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| Utgitt | Cambridge University Press
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| Omfang | 1 online resource (xviii, 286 pages) : : digital, PDF file(s).
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| Opplysninger | Title from publisher's bibliographic system (viewed on 22 May 2020).. - Cover -- Half-title -- Title page -- Copyright information -- Contents -- List of Figures -- List of Contributors -- Acknowledgements -- Introduction -- 0.1 Setting the Scene -- 0.2 What Is Risk Culture? -- 0.3 Risk Culture Themes Covered in This Book -- 0.3.1 Content Description and Overview -- 0.3.1.1 Part I: Risk Culture Conceptual Underpinnings -- 0.3.1.2 Part II: A View of Risk Culture Concepts in Firms and Society -- 0.4 Beyond This Book: Broader Themes Relevant to Risk Culture -- 0.4.1 From Psychology to Sociology of Risk Culture -- 0.4.1.1 Psychology of Individuals and Risk Culture -- 0.4.1.2 Cultural Cognition and Professional Judgement -- 0.4.1.3 The Sociology of Risk -- 0.4.1.4 Rogue Behaviours -- 0.4.2 Risk Subcultures -- 0.4.2.1 Organisational Subcultures -- 0.4.2.2 Geographical Impact on Culture -- 0.4.2.3 Overlapping Subcultures -- 0.4.2.4 Gender and Cultural Diversity -- 0.4.3 Dynamics of Risk Culture -- 0.4.3.1 Drivers of Cultural Change -- 0.4.3.2 Complexity and Feedback in Organisations -- 0.4.3.3 Measurement and Management of Risk Culture -- 0.4.4 Risk Culture and Risk Appetite regarding Value Creation and Innovation -- References -- Part I Risk Culture Conceptual Underpinnings -- 1 Individual Agency and Collective Patterns of Action: Organisational Culture through the Lens of Organisational Theory -- 1.1 Origins of Organisational Culture -- 1.2 Organisational Culture as Shared Values -- 1.3 Culture as Repertoire -- 1.4 Implications of the Two Perspectives for Risk Culture and Risk Management -- References -- 2 Risk Culture and Information Culture: Why an 'Appetite for Knowledge' Matters -- 2.1 From Information to Value -- 2.2 Man-Made Disasters -- 2.3 Networking and Interaction -- 2.4 Technoculture and the Flow of Risk Information -- 2.5 Risk Information and Governance.. - 2.6 Discussion: Risk Culture and the Appetite for Knowledge -- 2.6.1 Knowledge and Corporate Purpose -- 2.6.2 Risk Culture and Decision-Making -- 2.7 Conclusions -- References -- 3 A Network View of Tone at the Top and the Role of Opinion Leaders -- 3.1 Introduction -- 3.2 Reviewing Risk Culture and Tone at the Top -- 3.3 Background on Organisational Structures and Their Hierarchies -- 3.4 A Social Network View of Organisational Structures -- 3.5 Characteristics of Individuals and Their Connections -- 3.6 Power and Influence within a Network -- 3.7 Application of Systems Modelling of Firm Structures -- 3.7.1 Background on Systems Modelling -- 3.7.2 Conceptualising a Model of Risk Culture -- 3.7.3 Overview of Risk Culture Model Results -- 3.8 Conclusion and Future Work -- 3.9 Implications of Structures and Hierarchies in Organisations -- 3.10 Trends in Globalisation and De-globalisation Strategies -- 3.11 Social Networks and Growth of Artificial Intelligence Use in Organisations -- 3.12 Concluding Thoughts -- References -- 4 Rethinking Risk Management Cultures in Organisations: Insights from Innovation -- 4.1 Innovation and Risk Management: A Jigsaw Puzzle -- 4.2 Innovation Management: A Brief Overview -- 4.2.1 Innovation: Definition and Typology -- 4.2.2 Making Innovation Happen: A Portfolio of Processes -- 4.2.2.1 Stage-Gate Processes -- 4.2.2.2 Experimentation Processes (Build-Design-Test-Analyse) -- 4.2.3 Innovation Management: From Processes to Cultures -- 4.3 Risk Management in (Innovation) Projects -- 4.4 Risk Management Rethought: Learning from Radical Innovation and Concluding Remarks -- References -- Part II A View of Risk Culture Concepts in Firms and Society -- 5 The Changing Risk Culture of UK Banks -- 5.1 Liability Management -- 5.2 Asset Management -- 5.3 Deregulation in the 1980s -- 5.4 Maturity Transformation -- 5.5 Conclusions.. - References -- Other Sources -- 6 Regulating Agency Relationships and Risk Culture in Financial Institutions -- 6.1 Introduction -- 6.2 Human Agency and Organisations -- 6.3 Human Agency and Risk Culture in Banking Organisations -- 6.4 Regulatory Initiatives for Bank Risk Culture -- 6.5 The Role of Professional Bodies -- 6.5.1 Banking Standards Board (BSB) -- 6.5.2 FICC Markets Standards Board (FMSB) -- 6.5.3 Chartered Bankers: Professional Standards Body (CB:PSB) -- 6.6 Regulating Bank Culture - Where Should the Focus Be? -- 6.6.1 Trusted Consumer Products -- 6.7 Conclusion -- References -- 7 What Does Risk Culture Mean to a Corporation?: Evidence for Business Value -- 7.1 Introduction -- 7.2 'Organisational' and 'Risk' Cultures -- 7.3 Cultural Studies -- 7.4 Remembering the 'Risk Revolution' -- 7.5 Risk in Crisis Mode, 2008-12 -- 7.6 Outsiders Looking In -- 7.7 Performance Arts: Risk, Cultures and Organisations -- 7.8 Theoretical Niceties, Awkward Realities -- 7.9 Conclusion -- References -- 8 Values at Risk: Perspectives on the Ethical Turn in Risk Management -- 8.1 Introduction -- 8.2 From Risk Appetite to Risk Appetising -- 8.3 Values-at-Risk Tools in Action: Case Studies on Emerging Practices -- 8.3.1 Case Sites and Methodological Notes -- 8.3.1.1 Case 1. Hydro One -- Step 1. Define the 'Target' Enterprise Risk Appetite -- Step 2. Assess the 'Exhibited' Risk Appetite -- Step 3. Address the Gaps -- 8.3.1.2 Case 2. The Toronto Transport Commission (TTC) -- 8.4 Discussion -- 8.5 Applications of RAR: Fighting against Value Displacement -- 8.5.1 Corporate Failures and Conflicts of Interest -- 8.5.2 Man-Made Disasters -- 8.6 Conclusion -- References -- Conclusion -- References -- Index.. - The one bad apple spoiling the whole barrel has become a common metaphor used with reference to risk culture in organisations. This "inside-out" perspective begins with the individual as the unit of analysis and follows with inferences to the broader environment. Since the Global Financial Crisis (GFC) of 2008, risk culture for many has become the explanation for shortcomings, poor decisions, and moral failures in organisations. This volume presents an institutional perspective of the forces that shape risk culture, and culture more generally, in organisations through a multi-disciplinary examination from a variety of leading academics and subject specialists. The authors demonstrate that firms play a role as manufacturers and managers of risk and they challenge common conceptions that attribute risk to chance circumstances or rogue behaviours. The foundational concepts needed for an institutional view of risk culture are highlighted with subsequent links to significant developments within society and firms.
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| Emner | |
| Sjanger | |
| Dewey | |
| ISBN | 1-316-99695-6
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