Strategies of Risk Management Organisations: A Case Review

Waring, Alan

doi:10.1057/palgrave.rm.8240124

Cited by 3 publications

(6 citation statements)

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“…Some authors have suggested that the nominated director should be the CEO (Hughes and Ferrett, 2011; IOD-NZ, 2013), whereas others disagreed (Boardman and Lyon, 2006). Although having an assigned “director of OHS” can provide a strong signal that OHS is a prioritized issue (Hughes and Ferrett, 2011), it also risks that person becoming a scapegoat for failures (Francis and Talwar, 2003; Hughes and Ferrett, 2011) or increases the risk of power struggles between board members with different areas of responsibilities (Waring, 2002). Other sources suggested a collective (Ferguson, 2015; Francis and Talwar, 2003; Hughes and Ferrett, 2011; Hurst and Vassie, 2008; Wright et al , 2003) or a distributed individual level of responsibility (Ferguson, 2015; Hughes and Ferrett, 2011; Webster and Lunt, 2016; Wright et al , 2003).…”

Section: Narrative Summerymentioning

confidence: 99%

“…Several sources highlighted the importance of organizational culture in OHS governance (Boardman and Lyon, 2006; CRSC, 2017; IOD-NZ, 2013; Lo, 2012; Kelloway et al , 2017; Locke and Cross, 2009; Moore and Lakha, 2007; Smallman and John, 2001; Thompson and Tan, 2016; Waring, 2002) and described culture as a matter in which boards of directors should give endorsement (Hodgins et al , 2016; Joss et al , 2017) take ownership and become ambassadors (Alhadeff et al , 2012; Boardman and Lyon, 2006; Ferguson, 2015; IOD-NZ, 2013; Lo, 2012). One longitudinal case study supported that increasing board members' awareness and understanding of safety culture is indeed related to improvements in OHS (Thompson and Tan, 2016).…”

Section: Narrative Summerymentioning

confidence: 99%

“…Although it has been pointed out that OHS strategy should go beyond reactive risk management and what is mandated by regulation (Klettner et al , 2014; Leblanc, 2016),the literature on OHS strategy often concerns risk mitigation (e.g. Waring, 2002). It was suggested that the strategy should focus on proactive planning and iterative revisions of plans to identify and manage risks before they occur (Hughes and Ferrett, 2011; Sandén, 1976; Thompson and Tan, 2016; Webster and Lunt, 2016).…”

Section: Narrative Summerymentioning

confidence: 99%

“…That is, OHS failure was usually seen as a threat to daily operations and productivity. Even though this may often be the case, major accident hazards or health hazards (such as railroad accidents or asbestos exposures) could threaten the existence of an organization and thereby be considered strategic rather than operational risks (Klettner et al , 2014; Waring, 2002).…”

Section: Narrative Summerymentioning

confidence: 99%

“…Several sources suggested that boards should set key objectives, performance indicators and incentive schemes related to health and safety (Boardman and Lyon, 2006; Bunn et al , 2001; CRSC, 2017; Ferguson, 2015; Lo, 2012; Moraru and Bǎbuţ, 2012; Waring, 2002). Performance indicators, which include a mix of leading and lagging indicators (Ferguson, 2015; IOD-NZ, 2013; Khushrushahi, 2012), should be a mix of strategic-, outcome- and process-based measures (Khushrushahi, 2012).…”

Section: Narrative Summerymentioning

confidence: 99%

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Boards of directors' influences on occupational health and safety: a scoping review of evidence and best practices

Ebbevi

Schwarz

Hasson

et al. 2020

IJWHM

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PurposeTo review the literature and identify research gaps in the role and influence boards of directors of companies have in occupational health and safety (OHS).Design/methodology/approachThis was done in a scoping review built on a structured search in MEDLINE (PubMed), EMBASE, PsycINFO, Sociological Abstracts, CCInfoWeb, EconLit, Web of Science, CINAHL and gray literature. Citations and reference lists were tracked. Inclusion criteria were publication in English. Exclusion criteria were studies covering companies using subcontractors to arrange OHS, or with <250 employees.FindingsForty-nine studies were included. The majority contained empirical data (n = 28; 57%), some were entirely normative (n = 16; 33%), and a few contained normative claims far beyond empirical data (n = 5; 10%). Empirical studies gave no insight into the scope of impact of board activities on OHS, and no studies assess the causal mechanisms by which board activities influence OHS outcomes. Most studies focused on both health and safety (n = 20; 41%) or only safety (n = 15; 31%). Context might explain the focus on safety rather than health, but is not clearly elucidated by the studies. Several studies are describing leadership behavior, although not framed as such. A narrative summary is presented to facilitate future research.Research limitations/implicationsFuture research should include: (1) which board activities influence OHS, (2) how board activities influence OHS, (3) the influence of context and (4) the leadership role of boards of directors.Originality/valueThis study identifies a total lack of research on the basic mechanics of the relationship between boards and OHS.

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Section: Narrative Summerymentioning

confidence: 99%

Section: Narrative Summerymentioning

confidence: 99%

Section: Narrative Summerymentioning

confidence: 99%

Section: Narrative Summerymentioning

confidence: 99%

Section: Narrative Summerymentioning

confidence: 99%

See 3 more Smart Citations

Boards of directors' influences on occupational health and safety: a scoping review of evidence and best practices

Ebbevi

Schwarz

Hasson

et al. 2020

IJWHM

View full text Add to dashboard Cite

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Improving Corporate Governance Effects on an Enterprise Crisis Based on a New Hybrid DEMATEL with the MADM Model

Chen

Tzeng

et al. 2015

Journal of Testing and Evaluation

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The purpose of this study is to set up a new enterprise crisis improvement model for corporate governance based on the hybrid MADM model, which addresses on the main causal factors and amended priorities in order to reduce the occurrence of corporate crises. In this study, we present the use of a new hybrid MADM combined with a DEMATEL technique to construct an influential network relationship map (INRM) and find the influential weights of DANP in criteria from the influential relationship matrix, as well as the modified VIKOR method using influential weights, to evaluate and integrate the criteria performance in the gaps. This study also analyzes how to reduce the gaps to evaluate the decision for improving corporate governance effects based on INRM. This method provides decision-makers with a way to formulate improvement strategies. The results show that the overall average gap of corporate governance is 0.501 (signaling a crisis on the 0 to 1 scale). To remedy this issue, much bigger gaps are needed for improvement in each criterion. The implication is that Taiwan's current financial industry corporate governance system is too weak and needs to be strengthened, reengineered, and transformed.

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Distance Learning

Strongman

Kobeleva

2013

Global Challenges and Perspectives in Blended and Distance Learning

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Global challenges faced by Institutes of Technology or Polytechnics (ITP) are complex. With a particular focus on distance learning, this chapter discusses the key variables of global challenge (or threats and drivers) to ITPs and shows how these variables may be mitigated for organisational advantage. In addition, the focus of the argument is directed to an equity imbalance currently experienced in the distance learning ITP sector in New Zealand. Namely, that distance learning providers must compete under the same funding criteria as contact or face-to-face providers despite differences in learning delivery mode.

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Strategies of Risk Management Organisations: A Case Review

Cited by 3 publications

References 0 publications

Boards of directors' influences on occupational health and safety: a scoping review of evidence and best practices

Boards of directors' influences on occupational health and safety: a scoping review of evidence and best practices

Improving Corporate Governance Effects on an Enterprise Crisis Based on a New Hybrid DEMATEL with the MADM Model

Distance Learning

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