Exploring the Relationship between Hazard Adjustments and Risk Managers in Organizations

Sadiq, Abdul‐Akeem; Graham, John D.

doi:10.1111/1468-5973.12114

Cited by 3 publications

(1 citation statement)

References 55 publications

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“…Thus, risk managers (e.g., CEOs, general managers, etc.) responsible for managing risk in their enterprises play an important role in the business environment [1,2].…”

Section: Introductionmentioning

confidence: 99%

How Risk Managers’ Psychological and Social Capital Promotes the Development of Risk-Management Capabilities

Cui

Jin

Lee³

2020

Sustainability

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The purpose of this study is to investigate the roles of risk managers’ psychological and social capital in risk-management capabilities (technical, business processes, and external resources) and the relationship between risk-management capabilities and management performance. This study treated organizational culture as a moderating variable. The research subjects (n = 1000) included top managers, general managers, and managers in various industries. This study found that risk managers’ positive psychological and social capital play important roles in corporate risk-management capabilities. The investigation of the moderating effect of organizational culture also provides important guidelines for future studies. This study found that components of psychological capital (e.g., hope, resilience, optimism, and self-efficacy) had a positive effect on substitute-risk-management capabilities (e.g., technology, business, and external management). Moreover, components of social capital (e.g., managerial tie utilization, trust, and solidarity) had a positive effect on substitute-risk-management capabilities (e.g., technology, business, and external management). The social and psychological capital of a company’s top management and managers are essential elements for strengthening the company’s capabilities for business and risk management. This study also found that the strength of the moderating effects on the relationship between psychological and social capital and risk-management capabilities differs according to the organizational culture. The implications of the study and limitations are discussed.

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“…Thus, risk managers (e.g., CEOs, general managers, etc.) responsible for managing risk in their enterprises play an important role in the business environment [1,2].…”

Section: Introductionmentioning

confidence: 99%

How Risk Managers’ Psychological and Social Capital Promotes the Development of Risk-Management Capabilities

Cui

Jin

Lee³

2020

Sustainability

View full text Add to dashboard Cite

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The role of risk avoidance and locus of control in workers’ near miss experiences: Implications for improving safety management systems

Haas

Yorio

2019

Journal of Loss Prevention in the Process Industries

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What were we thinking? A scoping review of crisis management pandemic literature (1984–2019)

Karlsen

Antonsen

2023

Contingencies & Crisis Mgmt

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Pandemics are now the focus of research attention in the fields of preparedness and crisis management. As pandemics are some of the largest crises to occur, an important question becomes ‘what were the field of crisis management thinking about pandemic management’. This paper investigates how the field of crisis management have incorporated the body of knowledge arising from pandemics into its science (from 1984 to 2019). We performed a scoping review of 4 journals on crisis management and what they have written about pandemics (230 papers). The findings are summarized in eight different categories. The main result is that the field of crisis management have shown sparse interest in pandemics. We attribute this to factors such as fragmentation of academic sciences when the problem‐solving needs integration, perceived incommensurability and the organization of attention. We argue that the coronavirus disease 2019 pandemic can provide a basis for posing new questions in research on, and the political debate around, societal vulnerability at large and not only restricted to recent experiences of particular crises. Finally, we argue that this will need a stronger integration of research strands and communities, which in turn require the ability to ‘connect the dots’ between different sources of knowledge.

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Exploring the Relationship between Hazard Adjustments and Risk Managers in Organizations

Cited by 3 publications

References 55 publications

How Risk Managers’ Psychological and Social Capital Promotes the Development of Risk-Management Capabilities

How Risk Managers’ Psychological and Social Capital Promotes the Development of Risk-Management Capabilities

The role of risk avoidance and locus of control in workers’ near miss experiences: Implications for improving safety management systems

What were we thinking? A scoping review of crisis management pandemic literature (1984–2019)

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