Please use this identifier to cite or link to this item: http://hdl.handle.net/123456789/4412
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dc.contributor.authorZainuddin, S. A.en_US
dc.contributor.authorAbdullah B.en_US
dc.contributor.authorNasir N.A.M.en_US
dc.contributor.authorAbdullah, T.en_US
dc.contributor.authorNawi N.C.en_US
dc.contributor.authorPatwary A.K.en_US
dc.contributor.authorHashim N.A.A.N.en_US
dc.date.accessioned2023-01-16T04:14:50Z-
dc.date.available2023-01-16T04:14:50Z-
dc.date.issued2023-
dc.identifier.issn09441344-
dc.identifier.urihttp://hdl.handle.net/123456789/4412-
dc.descriptionWeb of Science / Scopusen_US
dc.description.abstractBusinesses 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.en_US
dc.language.isoenen_US
dc.publisherSpringer Science and Business Media Deutschland GmbHen_US
dc.relation.ispartofEnvironmental Science and Pollution Researchen_US
dc.subjectExtended case studyen_US
dc.subjectGovernmentalityen_US
dc.subjectOperational risk managementen_US
dc.subjectPhenomenologyen_US
dc.subjectSustainable practicesen_US
dc.titleSustainable risk management practice in the organization: a Malaysian case studyen_US
dc.typePrinteden_US
dc.identifier.doi10.1007/s11356-022-23897-7-
dc.description.page24708 - 24717en_US
dc.volume30(9)en_US
dc.description.typeArticleen_US
dc.description.impactfactor5.19en_US
dc.description.quartileQ2en_US
dc.contributor.correspondingauthorsitiafiqah@umk.edu.myen_US
item.grantfulltextopen-
item.languageiso639-1en-
item.openairetypePrinted-
item.fulltextWith Fulltext-
crisitem.author.deptUniversiti Malaysia Kelantan-
crisitem.author.deptUniversiti Malaysia Kelantan-
crisitem.author.deptUniversity Malaysia Kelantan, Malaysia-
crisitem.author.deptUniversiti Malaysia Kelantan-
crisitem.author.orcidhttps://orcid.org/0000-0001-7808-8434-
crisitem.author.orcidhttps://orcid.org/0000-0001-9873-6398-
Appears in Collections:Faculty of Entrepreneurship and Business - Journal (Scopus/WOS)
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