Modern Risk Management through the Lens of the Ethical Organizational Culture

The article considers the manifestations of the phenomenon of economic risk in the socioeconomic ecosystems of industrial enterprises, examines and differentiates the pragmatic and cultural aspects of the concept of "economic risk management". In terms of methodology, the study is based on the operational theory of risk management, and also uses tools to describe the organizational culture of risk management. Pragmatic and cultural differences in the characteristics of economic risk are identified at the level of stable forms of management activity with the involvement of the main provisions of the operational theory of risk management. The phenomenon of risk is considered in the ontological space as an artificial category of activity of industrial enterprises and other economic agents that form a socio-economic ecosystem. This phenomenon is studied as a specific form of social communication associated with the desire to assess the uncertain future in the present time, mainly from the point of view of analysis and management of the level of economic risk in the enterprise.

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Measuring Ethical Organizational Culture: Validation of the Spanish Version of the Shortened Corporate Ethical Virtues Model

Journal of Business Ethics ◽

10.1007/s10551-020-04687-y ◽

2021 ◽

Author(s):

Juliana Toro-Arias ◽

Pablo Ruiz-Palomino ◽

María del Pilar Rodríguez-Córdoba

Keyword(s):

Organizational Culture ◽

Spanish Version ◽

Ethical Organizational Culture ◽

Corporate Ethical Virtues ◽

Ethical Virtues

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The Influence of the Antecedents of SCQRM Implementation on Organizational Performance with the Moderating Role of Organizational Culture in the Indonesian Navy

Business and Entrepreneurial Review ◽

10.25105/ber.v21i1.9232 ◽

2021 ◽

Vol 21 (1) ◽

pp. 81

Author(s):

Yohannes Enggar Riyadi ◽

Lucy Warsindah ◽

Agus Adriyanto ◽

Dangan Waluyo

Keyword(s):

Risk Management ◽

Organizational Culture ◽

Organizational Performance ◽

Strategic Leadership ◽

Control Mechanisms ◽

Information Control ◽

And Control ◽

The Relationship ◽

Moderating Role

This study aims to determine the effect of the antecedents of Supply chain quality risk management (SCQRM) implementation on organizational performance with the moderating role of organizational culture in the Indonesian Navy. Based on data from questionnaire survey data totaling 260 Indonesian Navy officers, the SCQRM theory model is proposed and the structural equation model is used to test the proposed hypothesis. The results show that strategic leadership, information, and control mechanisms are significant antecedents of SCQRM implementation. Furthermore, strategic leadership and information significantly contribute to organizational performance. An interesting finding is that control mechanisms do not have a direct impact on organizational performance, but they do contribute indirectly to organizational performance mediated by SCQRM implementation. Also, SCQRM implementation significantly contributes to organizational performance and the moderating effect of organizational culture strengthens the relationship between SCQRM implementation and organizational performance. This study focuses on the concept and implementation of SCQRM in Indonesian Navy logistics with the role of strategic leadership, information, control mechanisms, and organizational culture to improve organizational performance using single respondents and expert perceptions, namely Indonesian Navy Officers. The managerial implications suggest that complementary benefits arise from the adoption of a more holistic approach to the management of supply chain quality risk at the organizational level with supported the role of strategic leadership, information, control mechanisms, and organizational culture will improve organizational performance. Three contributions to science in the development of SCQRM theory. First, this study develops an SCQRM theoretical model with three unique dimensions (supplier development, risk management integration, and proactive product recall). Second, this study provides a new perfection of how the complementarity system of SCQRM is operated to improve organizational performance. Moreover, the findings imply that a successful SCQRM implementation is built on a complementarity power in risk management resources and routines. The multiple manifestations of the three SCQRM dimensions are all driven by a cohesive, yet unobserved synergy, which also forms one of the competencies of the organization. Third, this study also provides a new perfection on the role of strategic leadership, information and control mechanisms as antecedents of SCQRM implementation, and the moderating role of organizational culture that strengthens the relationship between SCQRM implementation and organizational performance.

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The Risk Management Profession in Australia

Advances in Business Information Systems and Analytics - Always-On Enterprise Information Systems for Modern Organizations ◽

10.4018/978-1-5225-3704-5.ch006 ◽

2018 ◽

pp. 112-129

Author(s):

Adela J. McMurray ◽

Jean Cross ◽

Carlo Caponecchia

Keyword(s):

Risk Management ◽

Organizational Culture ◽

Human Resource ◽

Business Continuity ◽

Human Resource Practices ◽

Attitudes And Beliefs ◽

Anova Analysis ◽

Organizational Boundaries ◽

Management Standard ◽

International Risk Management

This study aimed to identify to what extent Australian organizations have any plans to manage business continuity threats, and the nature and content of these plans. Sixty-four respondents who were risk management professionals were surveyed to explore the Business Continuity Practices within their organizations. The ANOVA analysis showed 39 per cent of the organizations had developed an enterprise-wide plan of which just over half stated that the plan was tested. However, 36 per cent of respondents had no plan, an “informal plan,” were developing a plan, or did not know whether they had a plan. Standardized guidelines for a process to manage risks have been developed across many spheres and countries and are brought together in the international risk management standard ISO31000 (ISO, 2009), which presents a process applicable to all organizations and all risks. Human resource practices that promote consistent communication and an organizational culture that allows business continuity plan values, attitudes and beliefs to become embedded and to move across traditional organizational boundaries are therefore important for gaining the cooperation needed to implement plans in an organization's operational areas pertaining to business continuity.

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Techniques for Preparing Business Students to Contribute to Ethical Organizational Cultures

Handbook of Research on Business Ethics and Corporate Responsibilities - Advances in Business Strategy and Competitive Advantage ◽

10.4018/978-1-4666-7476-9.ch011 ◽

2015 ◽

pp. 221-248 ◽

Cited By ~ 2

Author(s):

William Irvin Sauser Jr. ◽

Ronald R. Sims

Keyword(s):

Organizational Culture ◽

Experiential Learning ◽

Business Ethics ◽

Business Students ◽

Moral Character ◽

Organizational Cultures ◽

Learning Context ◽

Ethical Organizational Culture ◽

Effective Learning

This chapter distinguishes among four corporate cultures with respect to ethics—cultures of defiance, compliance, neglect, and character—and outlines a plan for constructing an ethical organizational culture. Some proven ideas are then shared for showing business students how to contribute to such a culture. These include (a) describing how to establish an effective learning context for teaching about business ethics, (b) offering a number of practical suggestions for student assignments and experiences that can empower students to understand, appreciate, and contribute to ethical organizational cultures, and (c) explaining how to enhance experiential learning by conducting an effective debriefing session. The chapter concludes with three examples from the authors' experience illustrating how these ideas can be incorporated into programs designed to teach business students how to contribute to organizational cultures grounded in moral character.

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Codes of Ethics, Ethical Behavior, and Organizational Culture from the Managerial Approach

International Journal of Strategic Information Technology and Applications ◽

10.4018/ijsita.2015010104 ◽

2015 ◽

Vol 6 (1) ◽

pp. 42-56

Author(s):

Marta Villegas ◽

Michael H. McGivern

Keyword(s):

Organizational Culture ◽

Ethical Behavior ◽

Codes Of Ethics ◽

Dimensional Approach ◽

Senior Managers ◽

Ethical Organizational Culture ◽

Managerial Perceptions ◽

The Individual ◽

Relationship Of ◽

The Relationship

This qualitative case study explored managerial perceptions regarding codes of ethics, ethical behavior, and the relationship of these concepts to organizational culture in a Colombian bank ZOX (pseudonym), in a South-American environment. The data-collection phase contained a purposive sample of ten ZOX senior managers, by including four one-on-one interviews, a focus-group interview, and company documents. The findings include the facts that codes of ethics are mandatory and they demand that the individual has his/her own values; ethical behavior follows general principles and values as ethical guides of duty regardless of the consequences; and the organizational culture is influenced by the leaders' ethical behavior. The findings also serve to trace and describe empirically and theoretically the components of a multi-dimensional approach of an ethical organizational culture. A suggestion for further research might be the testing of this multi-dimensional approach in other settings and going deeper into the relationship among its components.

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