Enterprise risk management and organisational change
This project aims to explore the organisational change processes associated with distancing the risk management systems from the traditional ones.
Enterprise risk management (ERM) and organisational change
Project description
ERM has gained prominence over the past decade as a result of the persistent call for strengthened risk management. However, little is known about the organisational processes of change associated with ERM at the organisational level.
From a practice perspective, ERM is viewed as one capability that will remain critical to organisations success. Organisations are also facing pressure from changes in regulatory regimes. As such, ERM has been increasingly practiced, and enacted as a part of enacting and adding legitimacy to the changes in management control systems. ERM introduction drives the development of new practices for the holistic management of risks. Therefore, it is important to understand how ERM practices have changed over time in organisations.
This project, led by Dr. Mirna Jabbour with research collaboration from University of Sheffield and Cairo University, aims to explore the organisational change processes associated with distancing the risk management systems from the traditional ones.
Key research outputs
- Jabbour, M., & Abdel-Kader, M. (2015). Changes in Capital Allocation Practices – ERM and Organisational Change. Accounting Forum, 39(4), 295-311.
- Jabbour, M., & Abdel-Kader, M. (2016). ERM adoption in the insurance sector: Is it a regulatory imperative or business value driven?. Qualitative Research in Accounting & Management, 13(4), 472-510.
Research activity
- The British Accounting and Finance Association (BAFA), 2014, London, UK.
- European Accounting Association (EAA) congress, 2014, Tallinn, Estonia.
- The International Management Control Conference, 2019, London, UK.