SACM - United Kingdom
Permanent URI for this collectionhttps://drepo.sdl.edu.sa/handle/20.500.14154/9667
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Item Embargo Integrating Project Risk Management into Enterprise Risk Management(Newcastle University, 2024-12-20) Aldwais, Naif; Casey, Rebecca; Elliott, Karen; Alderman, NeilProject Risk Management (PRM) with its long-standing presence in both the literature and the project profession is a formal methodology for managing risks at the project level and focuses primarily on project objectives. In contrast, Enterprise Risk Management (ERM) deals with risks at the organisational level, encompassing strategic, operational, reporting, and compliance objectives (Coso, 2004). The disparities in objectives and scope pose difficulties in integrating these two systems. PRM empowers project managers to make decisions within their project's the scope of an individual project, while ERM's requirement for interdisciplinary expertise enables a holistic view of risks across the total projects, departments, and functions, fostering a comprehensive understanding that is unattainable when risks are managed in isolation. The evolution of risk perception, from an objective quantitative hazard to a subjective qualitative assessment influenced by cultural and human values, is evident in the risk management literature. While a positivist perspective dominates PRM, rooted in mathematical predictability, ERM acknowledges the need for subjectivity in managing uncertainties arising from a broader internal and external environment. Nevertheless, integrating PRM into ERM can yield benefits by enhancing risk awareness and fostering strong collaboration among projects throughout the organisation. This integration facilitates the incorporation of risk considerations into broader business decision-making processes, aligning them with organisational objectives (Agarwal & Virine, 2019). Additionally, ERM contributes to improving PRM by enhancing the communication of project risk information, aiding management in making better-informed decisions and handling project risks more effectively (Zhao et al., 2015). Consequently, this research advocates for the incorporation of Complex Adaptive System (CAS) theory into these organisational risk management systems to accommodate the two distinct perspectives on risk, facilitating their integration to support decision making processes. Stemming from a critical realism mindset, a qualitative methodological approach is adopted, employing three case studies in Saudi and British companies within the oil, petrochemical, and hospitality industries. Semi-structured interviews, supported by documentary analysis form the basis of data collection. A deductive analysis, guided by the Institute for Risk Management's (IRM) successful risk culture criteria, was used to examine the risk cultures of the three organisations. Additionally, an inductive exploration of their risk governance structures was conducted to understand and explain their roles in integrating (PRM) and (ERM). The findings reveal that Key cultural attributes such as openness, compliance, continuous learning, and adaptability were crucial for fostering a unified approach to risk management aiding the integration of PRM and ERM. Similarly, adaptable risk governance structures that consider their environment’s needs played an important role in shaping the risk governance structures that facilitate the integration. In contrast, siloed and closed risk cultures coupled with rigid governance structures hindered the integration of the two systems. Organisations with adaptive risk governance structures and open risk cultures showed alignment with their values, which acknowledged and responded to the complexities of their internal and external environments.13 0Item Restricted Large-System Transformation in Healthcare and the Roles of Senior Leaders: A Case Study from Saudi Arabia(University of Manchester, 2024) Bawhab, Omar; Nelson, Adrian; Coleman, Anna; Mahon, AnnThe implementation of large-system transformation in healthcare is complex and multi-faceted, requiring effective leadership at all levels, particularly from senior leaders. However, there is limited conceptual clarity around large-system transformations in healthcare and the roles senior leaders play in driving such transformations, especially in a non-Western context. This thesis addresses these knowledge gaps by exploring senior leaders' perceptions of large-system transformation and their role in its implementation in Saudi Arabia. Using a qualitative single case study design, this research gathered insights from 22 senior leaders at national and regional levels of the Saudi healthcare system through semi-structured interviews. The study employed an inductive-deductive thematic analysis approach, guided by the Health System Dynamics Framework, sensemaking theory, and systems leadership perspectives. Two conceptual frameworks were developed: one delineating ten key components of large-system transformation in healthcare, and another outlining seven critical roles of senior leaders during such transformations, six categories of enablers, and eight types of challenges. The large-system transformation framework highlights the interconnected nature of contextual triggers, climate for change, vision, leadership, governance, actors, resources, processes, social forces (e.g., resistance to change), and information flow. The senior leaders’ roles, enablers, and challenges framework emphasizes leaders' responsibilities in creating a climate for change, communicating and learning, managing resources, engaging stakeholders, setting strategic direction, managing social dynamics, and developing key leadership attributes. The framework also indicates multiple enablers and challenges relevant to the roles of senior leaders, providing a nuanced understanding of the complexities involved in healthcare system transformations. This research contributes to the theoretical understanding of large-system transformation in healthcare and senior leaders' roles, enablers, and challenges, particularly in a non-Western context. It offers practical implications for healthcare leaders and policymakers engaged in system-wide transformations. Future research directions are suggested to further validate and expand upon these findings.20 0Item Restricted Large-System Transformation in Healthcare and the Roles of Senior Leaders: A Case Study from Saudi Arabia(University of Manchester, 2024) Bawhab, Omar; Nelson, Adrian; Coleman, Anna; Mahon, AnnThe implementation of large-system transformation in healthcare is complex and multi-faceted, requiring effective leadership at all levels, particularly from senior leaders. However, there is limited conceptual clarity around large-system transformations in healthcare and the roles senior leaders play in driving such transformations, especially in a non-Western context. This thesis addresses these knowledge gaps by exploring senior leaders' perceptions of large-system transformation and their role in its implementation in Saudi Arabia. Using a qualitative single case study design, this research gathered insights from 22 senior leaders at national and regional levels of the Saudi healthcare system through semi-structured interviews. The study employed an inductive-deductive thematic analysis approach, guided by the Health System Dynamics Framework, sensemaking theory, and systems leadership perspectives. Two conceptual frameworks were developed: one delineating ten key components of large-system transformation in healthcare, and another outlining seven critical roles of senior leaders during such transformations, six categories of enablers, and eight types of challenges. The large-system transformation framework highlights the interconnected nature of contextual triggers, climate for change, vision, leadership, governance, actors, resources, processes, social forces (e.g., resistance to change), and information flow. The senior leaders’ roles, enablers, and challenges framework emphasizes leaders' responsibilities in creating a climate for change, communicating and learning, managing resources, engaging stakeholders, setting strategic direction, managing social dynamics, and developing key leadership attributes. The framework also indicates multiple enablers and challenges relevant to the roles of senior leaders, providing a nuanced understanding of the complexities involved in healthcare system transformations. This research contributes to the theoretical understanding of large-system transformation in healthcare and senior leaders' roles, enablers, and challenges, particularly in a non-Western context. It offers practical implications for healthcare leaders and policymakers engaged in system-wide transformations. Future research directions are suggested to further validate and expand upon these findings.20 0