Factors Influencing Customer Revisit Intention to Mamak Restaurants in Penang

Hashim‬, Nik Alif Amri Nik; Nawi, Nor Maizana Mat; Bakar, Nurzehan Abu; Rahim, Marlisa Abdul; Yusoff, Abdullah Muhamed; Halim, Mohd Hafzal Abdul; Ramlee, Shah Iskandar Fahmie; Remeli, Mohammed Ruqaimi

doi:10.1007/978-3-031-08093-7_19

Cited by 3 publications

(1 citation statement)

References 29 publications

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“…In an organizational context, risks are classified according to the nature of the firm. Risk management studies within an organizational context have discovered various risk categories such as operational risk (Alvarez-Alvarado and Jayaweera 2020), financial risk (Yagli 2020;Hashim et al 2022;Patwary 2022), strategic risk (Zadeh et al 2021), supply risk (Iqbal et al 2020), regulatory risk (Weatherburn et al 2020), etc. In managing these risks, every employee in the company is held accountable, particularly in recognizing, identifying, reporting, and controlling the risks.…”

Section: Risk Managementmentioning

confidence: 99%

Sustainable risk management practice in the organization: a Malaysian case study

Zainuddin

Abdullah

Nasir

et al. 2022

Environ Sci Pollut Res

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Businesses are becoming more conscious of operational risk management practices due to the COVID-19 pandemic. However, some firms practice risk management without fully comprehending how it might help them and their needs. As a result, companies that practice risk management without realizing it are being controlled by the discipline itself. The goal of this study is to look into the epistemic process of risk management practice in the workplace. This phenomenological study interviewed 39 risk management officers, executives, and employees. Data are thematically analyzed. This study discovered five epistemic processes of risk mapping using Foucault's governmentality paradigm. This phenomenological study, interestingly, revealed the black box of risk management practices, as well as the behavior of risk management officers, executives, and risk owners who preferred to monitor the compliance aspects of risk management practices rather than comprehend the capabilities of risk management that could be used within their strategic planning process. Unaware of this black box, organizational actors were blanketed by the organization's culture of fear, which created the impression that the authority was always watching every word said and every action taken. Practically, this study contributes an improved understanding of the real function of risk management that helps them justify the practice and reduce unnecessary fear. The paper concludes with limitations and research recommendations.

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