Who is calling the shot? Risk culture experiments on bi-level governments
Purpose This study aims to explore how risk culture – tone at the top (TATT) and informed risk decision (IRD) – can affect the effectiveness of risk management (EORM) in the government. Design/methodology/approach The authors experimented on 84 civil servants working in central and local governments...
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| Veröffentlicht in: | Transforming government 2022-10, Vol.16 (4), p.464-477 |
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| container_title | Transforming government |
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| creator | Rosdini, Dini Afiah, Nunuy Nur Sari, Prima Yusi Fitrijanti, Tettet Ritchi, Hamzah Alfian, Adhi |
| description | Purpose
This study aims to explore how risk culture – tone at the top (TATT) and informed risk decision (IRD) – can affect the effectiveness of risk management (EORM) in the government.
Design/methodology/approach
The authors experimented on 84 civil servants working in central and local governments in Indonesia, focusing on vital local governments and critical ministries/institutions in central governments.
Findings
TATT and its interaction with IRD do not affect the EORM, while IRD and socialization of risk affect and improve it. A weak TATT, low commitment and ineffective implementation of risk culture to the lower-middle echelon may impair a country’s risk management (RM) practice. IRD with socialization is also the key to improving decision-making and RM.
Originality/value
This paper illuminates the possibility of risk culture in regulating the EORM in the governmental general planning process using the experiment as the research method and provides different facets in the application of risk culture in the government, where the focus is on policy-making, budgeting and planning aspects by involving several important ministries, institutions and strategic local government’s civil servants. |
| doi_str_mv | 10.1108/TG-03-2022-0026 |
| format | Article |
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This study aims to explore how risk culture – tone at the top (TATT) and informed risk decision (IRD) – can affect the effectiveness of risk management (EORM) in the government.
Design/methodology/approach
The authors experimented on 84 civil servants working in central and local governments in Indonesia, focusing on vital local governments and critical ministries/institutions in central governments.
Findings
TATT and its interaction with IRD do not affect the EORM, while IRD and socialization of risk affect and improve it. A weak TATT, low commitment and ineffective implementation of risk culture to the lower-middle echelon may impair a country’s risk management (RM) practice. IRD with socialization is also the key to improving decision-making and RM.
Originality/value
This paper illuminates the possibility of risk culture in regulating the EORM in the governmental general planning process using the experiment as the research method and provides different facets in the application of risk culture in the government, where the focus is on policy-making, budgeting and planning aspects by involving several important ministries, institutions and strategic local government’s civil servants.</description><identifier>ISSN: 1750-6166</identifier><identifier>EISSN: 1750-6174</identifier><identifier>EISSN: 1750-6166</identifier><identifier>DOI: 10.1108/TG-03-2022-0026</identifier><language>eng</language><publisher>Bradford: Emerald Publishing Limited</publisher><subject>Central government ; Civil service ; Corporate culture ; Culture ; Decision making ; Effectiveness ; Emergency preparedness ; Employees ; Enterprise risk management ; Experiments ; Hypotheses ; Influence ; Literature reviews ; Local government ; Policy making ; Public administration ; Risk management ; Socialization</subject><ispartof>Transforming government, 2022-10, Vol.16 (4), p.464-477</ispartof><rights>Emerald Publishing Limited</rights><rights>Emerald Publishing Limited.</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><cites>FETCH-LOGICAL-c192t-18e5e3ef19cd892e116b2fc0d88b8d69f9483fe8430727e6e0c3d9d1e2b6b7e33</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktohtml>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/TG-03-2022-0026/full/html$$EHTML$$P50$$Gemerald$$H</linktohtml><link.rule.ids>314,780,784,21695,27866,27924,27925,53244</link.rule.ids></links><search><creatorcontrib>Rosdini, Dini</creatorcontrib><creatorcontrib>Afiah, Nunuy Nur</creatorcontrib><creatorcontrib>Sari, Prima Yusi</creatorcontrib><creatorcontrib>Fitrijanti, Tettet</creatorcontrib><creatorcontrib>Ritchi, Hamzah</creatorcontrib><creatorcontrib>Alfian, Adhi</creatorcontrib><title>Who is calling the shot? Risk culture experiments on bi-level governments</title><title>Transforming government</title><description>Purpose
This study aims to explore how risk culture – tone at the top (TATT) and informed risk decision (IRD) – can affect the effectiveness of risk management (EORM) in the government.
Design/methodology/approach
The authors experimented on 84 civil servants working in central and local governments in Indonesia, focusing on vital local governments and critical ministries/institutions in central governments.
Findings
TATT and its interaction with IRD do not affect the EORM, while IRD and socialization of risk affect and improve it. A weak TATT, low commitment and ineffective implementation of risk culture to the lower-middle echelon may impair a country’s risk management (RM) practice. IRD with socialization is also the key to improving decision-making and RM.
Originality/value
This paper illuminates the possibility of risk culture in regulating the EORM in the governmental general planning process using the experiment as the research method and provides different facets in the application of risk culture in the government, where the focus is on policy-making, budgeting and planning aspects by involving several important ministries, institutions and strategic local government’s civil servants.</description><subject>Central government</subject><subject>Civil service</subject><subject>Corporate culture</subject><subject>Culture</subject><subject>Decision making</subject><subject>Effectiveness</subject><subject>Emergency preparedness</subject><subject>Employees</subject><subject>Enterprise risk management</subject><subject>Experiments</subject><subject>Hypotheses</subject><subject>Influence</subject><subject>Literature reviews</subject><subject>Local government</subject><subject>Policy making</subject><subject>Public administration</subject><subject>Risk management</subject><subject>Socialization</subject><issn>1750-6166</issn><issn>1750-6174</issn><issn>1750-6166</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2022</creationdate><recordtype>article</recordtype><sourceid>7TQ</sourceid><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><recordid>eNptkNFLwzAQh4MoOKfPvgZ8znZJujR5Ehk6BwNBJj6GNr1unV0zk3bof2_nRBB8uuP4fXfHR8g1hxHnoMfLGQPJBAjBAIQ6IQOeToApnianv71S5-Qixg2A0hzUgMxf155WkbqsrqtmRds10rj27S19ruIbdV3ddgEpfuwwVFts2kh9Q_OK1bjHmq78HkPzPb8kZ2VWR7z6qUPy8nC_nD6yxdNsPr1bMMeNaBnXOEGJJTeu0EYg5yoXpYNC61wXypQm0bJEnUhIRYoKwcnCFBxFrvIUpRySm-PeXfDvHcbWbnwXmv6kFalIlJEgTJ8aH1Mu-BgDlnbX_5-FT8vBHnzZ5cyCtAdf9uCrJ0ZHArcYsrr4B_gjWH4B9K1q4g</recordid><startdate>20221018</startdate><enddate>20221018</enddate><creator>Rosdini, Dini</creator><creator>Afiah, Nunuy Nur</creator><creator>Sari, Prima Yusi</creator><creator>Fitrijanti, Tettet</creator><creator>Ritchi, Hamzah</creator><creator>Alfian, Adhi</creator><general>Emerald Publishing Limited</general><general>Emerald Group Publishing Limited</general><scope>AAYXX</scope><scope>CITATION</scope><scope>0-V</scope><scope>3V.</scope><scope>7TQ</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>8FI</scope><scope>8FK</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>ALSLI</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DHY</scope><scope>DON</scope><scope>DPSOV</scope><scope>DWQXO</scope><scope>FYUFA</scope><scope>F~G</scope><scope>K6~</scope><scope>KC-</scope><scope>L.-</scope><scope>M0C</scope><scope>M0T</scope><scope>M2L</scope><scope>PQBIZ</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>Q9U</scope></search><sort><creationdate>20221018</creationdate><title>Who is calling the shot? Risk culture experiments on bi-level governments</title><author>Rosdini, Dini ; Afiah, Nunuy Nur ; Sari, Prima Yusi ; Fitrijanti, Tettet ; Ritchi, Hamzah ; Alfian, Adhi</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c192t-18e5e3ef19cd892e116b2fc0d88b8d69f9483fe8430727e6e0c3d9d1e2b6b7e33</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2022</creationdate><topic>Central government</topic><topic>Civil service</topic><topic>Corporate culture</topic><topic>Culture</topic><topic>Decision making</topic><topic>Effectiveness</topic><topic>Emergency preparedness</topic><topic>Employees</topic><topic>Enterprise risk management</topic><topic>Experiments</topic><topic>Hypotheses</topic><topic>Influence</topic><topic>Literature reviews</topic><topic>Local government</topic><topic>Policy making</topic><topic>Public administration</topic><topic>Risk management</topic><topic>Socialization</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Rosdini, Dini</creatorcontrib><creatorcontrib>Afiah, Nunuy Nur</creatorcontrib><creatorcontrib>Sari, Prima Yusi</creatorcontrib><creatorcontrib>Fitrijanti, Tettet</creatorcontrib><creatorcontrib>Ritchi, Hamzah</creatorcontrib><creatorcontrib>Alfian, Adhi</creatorcontrib><collection>CrossRef</collection><collection>ProQuest Social Sciences Premium Collection</collection><collection>ProQuest Central (Corporate)</collection><collection>PAIS Index</collection><collection>Access via ABI/INFORM (ProQuest)</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>Hospital Premium Collection</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>Social Science Premium Collection</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>PAIS International</collection><collection>PAIS International (Ovid)</collection><collection>Politics Collection</collection><collection>ProQuest Central Korea</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>ProQuest Business Collection</collection><collection>ProQuest Politics Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Global</collection><collection>Healthcare Administration Database</collection><collection>Political Science Database</collection><collection>ProQuest One Business</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central Basic</collection><jtitle>Transforming government</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Rosdini, Dini</au><au>Afiah, Nunuy Nur</au><au>Sari, Prima Yusi</au><au>Fitrijanti, Tettet</au><au>Ritchi, Hamzah</au><au>Alfian, Adhi</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Who is calling the shot? Risk culture experiments on bi-level governments</atitle><jtitle>Transforming government</jtitle><date>2022-10-18</date><risdate>2022</risdate><volume>16</volume><issue>4</issue><spage>464</spage><epage>477</epage><pages>464-477</pages><issn>1750-6166</issn><eissn>1750-6174</eissn><eissn>1750-6166</eissn><abstract>Purpose
This study aims to explore how risk culture – tone at the top (TATT) and informed risk decision (IRD) – can affect the effectiveness of risk management (EORM) in the government.
Design/methodology/approach
The authors experimented on 84 civil servants working in central and local governments in Indonesia, focusing on vital local governments and critical ministries/institutions in central governments.
Findings
TATT and its interaction with IRD do not affect the EORM, while IRD and socialization of risk affect and improve it. A weak TATT, low commitment and ineffective implementation of risk culture to the lower-middle echelon may impair a country’s risk management (RM) practice. IRD with socialization is also the key to improving decision-making and RM.
Originality/value
This paper illuminates the possibility of risk culture in regulating the EORM in the governmental general planning process using the experiment as the research method and provides different facets in the application of risk culture in the government, where the focus is on policy-making, budgeting and planning aspects by involving several important ministries, institutions and strategic local government’s civil servants.</abstract><cop>Bradford</cop><pub>Emerald Publishing Limited</pub><doi>10.1108/TG-03-2022-0026</doi><tpages>14</tpages></addata></record> |
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| ispartof | Transforming government, 2022-10, Vol.16 (4), p.464-477 |
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| source | PAIS Index; Standard: Emerald eJournal Premier Collection |
| subjects | Central government Civil service Corporate culture Culture Decision making Effectiveness Emergency preparedness Employees Enterprise risk management Experiments Hypotheses Influence Literature reviews Local government Policy making Public administration Risk management Socialization |
| title | Who is calling the shot? Risk culture experiments on bi-level governments |
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