Access the full text.
Sign up today, get DeepDyve free for 14 days.
Risk governance and risk management in change: a guest editorial 1. Crises, scandals and change in risk governance and risk management Since the ﬁnancial crisis of 2008, many organizations worldwide have rethought their approaches to risk governance and risk management (Bailey, 2019; Sinha and Arena, 2020; Stein and Wiedemann, 2016, 2018; Stein et al., 2019). These change processes have also been triggered by regulatory change, much of which has focused on the ﬁnancial industry (Alexander, 2020; Gatzert and Kolb, 2013; Hanaﬁzadeh and Marjaie, 2020; Sinha and Arena, 2020; Sheedy, 2021). In addition, corporate scandals such as BP’s Deepwater Horizon incident and Volkswagen’s Dieselgate scandal have led to questions about large corporations’ approaches to risk management and risk governance (Sheedy, 2021). A potential answer to address these issues is an increased focus on risk governance, where actors at the top of organizational hierarchies adopt a more holistic and strategic approach to steering risks (Stein and Wiedemann, 2016) and are more accountable for the risks their decisions include (Sheedy, 2021). In line with this notion, risk governance as a “system of rules and relationships in an organization that support decisions and oversight relating to risk” (Sheedy, 2021, p. 21) may need
Journal of Accounting & Organizational Change – Emerald Publishing
Published: Jan 12, 2022
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.