Jabbour, M., Cullen, J., & Crawford, J. (2024). . Enterprise risk management: an institutional work perspective. Flashcards
What is the central research focus of Jabbour et al. (2024)?
To explore how ERM develops over time through the institutional work of risk managers and other professionals in a large UK insurance company.
Our study examines the ongoing interrelated work between other professionals working in different parts of the organisation and risk managers as ERM develops.
Q: What is “institutional work” in the context of ERM?
The deliberate actions by individuals or groups to disrupt, create, or maintain risk management institutions and practices.
What is “distributed agency” in ERM?
When ERM responsibility is shared across departments and professionals, not just the risk function — enabling deeper and broader embedding of ERM.
How does risk governance support decision-making in turbulent environments?
By distributing risk knowledge across roles, it enables faster, more informed, and adaptive decisions at all levels.
How does training and dialogue contribute to ERM embedding?
These practices build trust, shift mindsets, and ensure ERM is seen as value-adding — not just administrative.
How did Alpha make ERM relevant to day-to-day operations?
Through training, reporting processes, performance goals, and direct integration of ERM into departmental responsibilities.
What does Jabbour et al. suggest about ERM as a cultural transformation?
ERM becomes embedded not just through frameworks, but by changing how people think, act, and communicate about risk.
When does ERM development thrive according to the authors?
In examining ERM development, our findings show that change thrives when various professional actors engage in different types of disrupting, creating, and maintaining work and bring different skill sets to the process.
