Risk Management: The Awareness of Public Managers on Risk as a Social Construction

Abstract

Purpose: The aim of this study is to assess the risk awareness and appetite of public managers at each level, as well as the factors that support risk awareness. Risk awareness in Public Sector Organizations is critical as they face a growing set of uncertainties, far beyond the risks associated with financial performance. Theoretical framework: The theoretical aspect of this study was covered by previous studies published in international journals related to risk management. Design/methodology/approach: This article uses the case study method as a technique to collect and analyze data, aiming to understand how managers deal with risk in decision-making at various managerial levels. Findings: The findings of the study revealed a deficiency in risk awareness among public managers, which can be attributed to the failure of top-level managers to take action in implementing risk policies. Additionally, middle and lower-level managers appear to be trapped within the inflexible system established by top managers when responding to risks. Furthermore, public managers tend to address risks only after they have already had an impact. Research, Practical & Social implications: The study's importance to the accounting literature is to provide an overview of the social construction of risk awareness of public managers at every level related to their experience facing risk issues on strategic and operational issues. Originality/value: This study represents the initial endeavor to analyze risk awareness among managers at various levels in the public sector.