Reconciling risk as threat and opportunity: The social construction of risk in boardrooms
Board directing is a continuous process of risk analysis and control in response to the duality of risk as threat and opportunity. Judgments are made and remade to simultaneously reduce the potential for damaging threats (e.g., fraud, reputation damage), while exploiting opportunities (e.g., new pro...
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| Published in | Risk analysis Vol. 44; no. 8; pp. 1959 - 1976 |
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| Main Authors | , , |
| Format | Journal Article |
| Language | English |
| Published |
United States
Blackwell Publishing Ltd
01.08.2024
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| Subjects | |
| Online Access | Get full text |
| ISSN | 0272-4332 1539-6924 1539-6924 |
| DOI | 10.1111/risa.14275 |
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| Abstract | Board directing is a continuous process of risk analysis and control in response to the duality of risk as threat and opportunity. Judgments are made and remade to simultaneously reduce the potential for damaging threats (e.g., fraud, reputation damage), while exploiting opportunities (e.g., new product development, mergers and acquisitions). Adopting an institutional logics approach, we explore this process of risk analysis and control through the varied subject identities (e.g., directorial roles), risk management practices (the procedures and tools used to identify, assess, and control risk), and risk objects (the product of risk identification, assessment, and control, e.g., a risk matrix or register) of boards. We argue that the contingent interaction between these identities, practices, and objects inform the “risk logic” of a board, which may draw attention to the notion of risk as threat, risk as opportunity, or both threat and opportunity. Using the testimony of 30 executive and nonexecutive directors that represent 62 companies from a range of public, private, and third‐sector organizations, we contribute to the literature on the microfoundations of risk analysis in organizations by shining a light on how board directors understand, assess, control, and ultimately govern risk in organizations. |
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| AbstractList | Board directing is a continuous process of risk analysis and control in response to the duality of risk as threat and opportunity. Judgments are made and remade to simultaneously reduce the potential for damaging threats (e.g., fraud, reputation damage), while exploiting opportunities (e.g., new product development, mergers and acquisitions). Adopting an institutional logics approach, we explore this process of risk analysis and control through the varied subject identities (e.g., directorial roles), risk management practices (the procedures and tools used to identify, assess, and control risk), and risk objects (the product of risk identification, assessment, and control, e.g., a risk matrix or register) of boards. We argue that the contingent interaction between these identities, practices, and objects inform the “risk logic” of a board, which may draw attention to the notion of risk as threat, risk as opportunity, or both threat and opportunity. Using the testimony of 30 executive and nonexecutive directors that represent 62 companies from a range of public, private, and third‐sector organizations, we contribute to the literature on the microfoundations of risk analysis in organizations by shining a light on how board directors understand, assess, control, and ultimately govern risk in organizations. Board directing is a continuous process of risk analysis and control in response to the duality of risk as threat and opportunity. Judgments are made and remade to simultaneously reduce the potential for damaging threats (e.g., fraud, reputation damage), while exploiting opportunities (e.g., new product development, mergers and acquisitions). Adopting an institutional logics approach, we explore this process of risk analysis and control through the varied subject identities (e.g., directorial roles), risk management practices (the procedures and tools used to identify, assess, and control risk), and risk objects (the product of risk identification, assessment, and control, e.g., a risk matrix or register) of boards. We argue that the contingent interaction between these identities, practices, and objects inform the "risk logic" of a board, which may draw attention to the notion of risk as threat, risk as opportunity, or both threat and opportunity. Using the testimony of 30 executive and nonexecutive directors that represent 62 companies from a range of public, private, and third-sector organizations, we contribute to the literature on the microfoundations of risk analysis in organizations by shining a light on how board directors understand, assess, control, and ultimately govern risk in organizations.Board directing is a continuous process of risk analysis and control in response to the duality of risk as threat and opportunity. Judgments are made and remade to simultaneously reduce the potential for damaging threats (e.g., fraud, reputation damage), while exploiting opportunities (e.g., new product development, mergers and acquisitions). Adopting an institutional logics approach, we explore this process of risk analysis and control through the varied subject identities (e.g., directorial roles), risk management practices (the procedures and tools used to identify, assess, and control risk), and risk objects (the product of risk identification, assessment, and control, e.g., a risk matrix or register) of boards. We argue that the contingent interaction between these identities, practices, and objects inform the "risk logic" of a board, which may draw attention to the notion of risk as threat, risk as opportunity, or both threat and opportunity. Using the testimony of 30 executive and nonexecutive directors that represent 62 companies from a range of public, private, and third-sector organizations, we contribute to the literature on the microfoundations of risk analysis in organizations by shining a light on how board directors understand, assess, control, and ultimately govern risk in organizations. |
| Author | Ring, Patrick Bryce, Cormac Ashby, Simon |
| Author_xml | – sequence: 1 givenname: Cormac surname: Bryce fullname: Bryce, Cormac email: cormac.bryce@city.ac.uk organization: University of London – sequence: 2 givenname: Simon surname: Ashby fullname: Ashby, Simon organization: University of Exeter – sequence: 3 givenname: Patrick surname: Ring fullname: Ring, Patrick organization: Glasgow Caledonian University |
| BackLink | https://www.ncbi.nlm.nih.gov/pubmed/38288628$$D View this record in MEDLINE/PubMed |
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| Issue | 8 |
| Keywords | board directing risk management duality of risk governance |
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| Notes | Funding information The authors wish it to be known that, in their opinion, all authors should be regarded as joint first authors. The order of authors provided in this article was determined by measuring the distance from the grave of the founding father of one of the most important theorems within the risk analysis field (Reverend Thomas Bayes—Bunhill Fields, London), to that of each of the coauthors as would be travelled by bicycle on the day in which final author order was discussed. The results were as follows: Cormac Bryce (750 m), Simon Ashby (411 km), Patrick Ring (770 km). Cofirst authors can prioritize their names when adding this article to their academic CV. Association of Chartered Certified Accountants (ACCA) ObjectType-Article-1 SourceType-Scholarly Journals-1 ObjectType-Feature-2 content type line 14 content type line 23 |
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| Snippet | Board directing is a continuous process of risk analysis and control in response to the duality of risk as threat and opportunity. Judgments are made and... |
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| SubjectTerms | Acquisitions & mergers board directing Damage Directing duality of risk Evaluation Fraud governance Governing Board Humans Mergers Nonexecutive directors Organizations Product development Risk Risk analysis Risk assessment Risk Assessment - methods Risk Management Social construction Testimony Threat evaluation Threats |
| Title | Reconciling risk as threat and opportunity: The social construction of risk in boardrooms |
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