Browsing by Author "Murr, Peter"

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    Institutional logics and risk management practices in government entities: evidence from Saudi Arabia
    (IE University, 2022-10-07) Murr, Peter; Carrera, Nieves; https://ror.org/02jjdwm108
    This study examines the adoption, implementation, and consequences of Risk Management (RM) practices by government entities in Saudi Arabia, a non-western, developing, and Islamictheocratic country. It investigates the dynamics behind the decision to change how government entities deal with risk and how this decision is put into practice in a dramatically different institutional context from those examined in prior research (e.g., Palermo, 2014). The study builds on the literature on institutional logics (Friedland and Alford, 1991; Lounsbury, 2008; Thornton and Ocasio, 2008; Thornton et al., 2012; Friedland, 2012). It adopts the cross-level model of institutional logics by Thornton et al. (2012) to clarify the interaction of potentially conflicting institutional logics. The institutional logics perspective provides a multi-level framework to examine the relationship between micro-processes at the individual level and a field’s institutional logics (Lounsbury, 2008). It represents a “general model of cultural heterogeneity unbiased toward the western world” (Thornton et al., 2012, p. 18) for understanding the adoption of practices. The empirical analysis is based on a longitudinal case study of a RM project implemented by a government entity. Data were obtained from interviews, observations, and documentary evidence. The adoption and implementation of RM were rooted in a traditional logic; even the catalyst of the government for adopting a RM culture across government entities was framed within a modernization reform program. The RM project led to an unstable situation; while the project used manifestations of a modernization logic, the actors’ actions were embedded in traditional logic. The study provides novel evidence of the adoption and implementation of RM in governmental entities in a developing, non-western country, which enriches accounts of drivers and barriers of RM, enhances knowledge about how managers struggle with competing logics, and addresses calls for a deeper understanding of the interplay between logics and managerial practices.
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    Institutional Logics and Risk Management Practices in Government Entities: Evidence from Saudi Arabia
    (Emerald Publishing Limited, 2022-09-13) Carrera, Nieves; Murr, Peter; https://ror.org/02jjdwm75
    Purpose This study aims to understand how institutional logics influence the adoption and implementation of risk management (RM) practices by government entities in a non-western, developing country. Design/methodology/approach This study draws on the institutional logics perspective (ILP) to analyze a case study of a government entity in Saudi Arabia. Data were obtained from semi-structured interviews, observations and documentary evidence. Findings Findings suggest that the adoption and implementation of RM projects by Saudi governmental agencies was rooted in a traditional logic, even though the catalyst of the government for adopting a RM culture across government agencies was framed within a reform program inspired by a modernization logic. In the entity under investigation, the RM project led to an unstable situation where actors were confronted with these two competing logics. Although the project used manifestations of a modernization logic, the actions of individuals within the organization were embedded in a traditional logic. Research limitations/implications The study is based on a single case study in a specific country, limiting the generalizability of the findings. Originality/value This study provides novel evidence of the adoption and implementation of RM in governmental entities in a developing, non-western, country using ILP. Doing so enhances our knowledge about how managers struggle with competing institutional logics in an underexplored setting and enriches current accounts of key drivers and barriers of RM. It also addresses calls for a deeper understanding of the logics and managerial practices interplay in the public sector.