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Exploring strategic risk in communities: evidence from a Canadian province

Exploring strategic risk in communities: evidence from a Canadian province Purpose – The purpose of this paper is to examine the management of strategic public sector risks in communities and municipalities. Design/methodology/approach – This research collates information on public sector risk management through a series of key informant interviews and content analysis of municipal plans. Findings – Financial, environmental, social and other strategic risks were found to be important by communities but not necessarily managed as part of the strategic planning process. Social implications – The paper explores the question: what are the strategic risks that communities report on and how they are managed? What risks are identified in communities and how they are managed, if they have significant practical and social implications. Originality/value – It is an interesting time to study public sector risk management. From a regional policy development perspective, public sector organizations will be facing substantial strategic risks in the coming years due to demographic changes (implications of the graying population), urbanization, economic downturns (or booms in certain regions of North America), as well as changes from advances in technology and communication. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Enterprising Communities: People and Places in the Global Economy Emerald Publishing

Exploring strategic risk in communities: evidence from a Canadian province

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Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
1750-6204
DOI
10.1108/17506201211272788
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to examine the management of strategic public sector risks in communities and municipalities. Design/methodology/approach – This research collates information on public sector risk management through a series of key informant interviews and content analysis of municipal plans. Findings – Financial, environmental, social and other strategic risks were found to be important by communities but not necessarily managed as part of the strategic planning process. Social implications – The paper explores the question: what are the strategic risks that communities report on and how they are managed? What risks are identified in communities and how they are managed, if they have significant practical and social implications. Originality/value – It is an interesting time to study public sector risk management. From a regional policy development perspective, public sector organizations will be facing substantial strategic risks in the coming years due to demographic changes (implications of the graying population), urbanization, economic downturns (or booms in certain regions of North America), as well as changes from advances in technology and communication.

Journal

Journal of Enterprising Communities: People and Places in the Global EconomyEmerald Publishing

Published: Oct 12, 2012

Keywords: Canada; Public administration; Risk management; Communities; Town planning; Municipal planning; Strategic planning; Strategic risk

References