2015
DOI: 10.5465/ambpp.2015.18445abstract
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Dynamic Risk Reporting Practices: A Longitudinal Analysis of Hierarchical Risk Communication

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“…In that context, arguments are raised that different risks require different treatments and solutions in different organizations (see Kaplan and Mikes 2012; Mikes and Kaplan 2015). Hence, there is research as to how various risk management frameworks and tools, such as risk maps (Jordan et al 2013), risk reports (Christiansen et al 2016), or enterprise‐wide risk software (Tekathen and Dechow 2013) are utilized to frame discussions and decisions and align interests.…”
Section: Literature Review and Research Question Developmentmentioning
confidence: 99%
“…In that context, arguments are raised that different risks require different treatments and solutions in different organizations (see Kaplan and Mikes 2012; Mikes and Kaplan 2015). Hence, there is research as to how various risk management frameworks and tools, such as risk maps (Jordan et al 2013), risk reports (Christiansen et al 2016), or enterprise‐wide risk software (Tekathen and Dechow 2013) are utilized to frame discussions and decisions and align interests.…”
Section: Literature Review and Research Question Developmentmentioning
confidence: 99%
“…Men opmaerksomhed på betydningen af sådanne organisatoriske effekter, altså "oversaettelser", der får risikoinformationer til at aendre mening og betydning er, som vi konstaterede i (Henriksen & Uhlenfeldt, 2006b), ikke til stede i rammevaerkerne. Min TSE-case indeholder netop et sådant eksempel, og at det er et forhold, der har betydning, viser andre arbejder om meningsoversaettelser også , (Christiansen, Andersen, & Thrane, 2015).…”
Section: Strategisk Integrationunclassified