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The Role of Roles in Risk Management Change: The Case of an Italian Bank

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  • Elena Giovannoni
  • Sonia Quarchioni
  • Angelo Riccaboni

Abstract

This paper explores the role of roles (i.e. groups of actors characterised by the same functional tasks within an organisation), and of their interactions, within processes of change in risk management (RM). By combining insights from the literature on RM and from institutional studies, this paper suggests that change in RM can be interpreted as a process that involves both enabling and precipitating dynamics [Greenwood, R., & Hinings, C. R. (1996). Understanding radical organizational change: Bringing together the old and the new institutionalism. The Academy of Management Review, 21 , 1022--1054. doi: 10.5465/AMR.199 6.9704071862 ] between different roles. Aiming to address these dynamics empirically, we rely on a longitudinal case study of an Italian bank. The study shows that the interactions between roles were dependent on their respective specific interests, the different institutional templates they supported, and the shifts in power for control over relevant information. These dynamics both affected and were affected by the change in the template-in-use within the bank and allowed a sort of RM ideal (i.e. the search for more RM) to persist over evolving templates.

Suggested Citation

  • Elena Giovannoni & Sonia Quarchioni & Angelo Riccaboni, 2016. "The Role of Roles in Risk Management Change: The Case of an Italian Bank," European Accounting Review, Taylor & Francis Journals, vol. 25(1), pages 109-129, May.
    • Handle: RePEc:taf:euract:v:25:y:2016:i:1:p:109-129
    DOI: 10.1080/09638180.2014.990475
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    Cited by:

    1. Martin R. W. Hiebl, 2024. "The integration of risk into management control systems: towards a deeper understanding across multiple levels of analysis," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 35(1), pages 1-16, March.
    2. Jemaa, Fatma, 2022. "Recoupling work beyond COSO: A longitudinal case study of Enterprise-wide Risk Management," Accounting, Organizations and Society, Elsevier, vol. 103(C).
    3. Florio, Cristina & Leoni, Giulia, 2017. "Enterprise risk management and firm performance: The Italian case," The British Accounting Review, Elsevier, vol. 49(1), pages 56-74.
    4. Meidell, Anita & Kaarbøe, Katarina, 2017. "How the enterprise risk management function influences decision-making in the organization – A field study of a large, global oil and gas company," The British Accounting Review, Elsevier, vol. 49(1), pages 39-55.
    5. Elliot, Viktor, 2018. "Funds Transfer Pricing in Swedish Savings Banks: An Exploratory Survey," Scandinavian Journal of Management, Elsevier, vol. 34(3), pages 289-302.
    6. Shruti Kashyap & Einar Iveroth, 2021. "Transparency and accountability influences of regulation on risk control: the case of a Swedish bank," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 25(2), pages 475-508, June.
    7. Aynaz Monazzam & Jason Crawford, 2024. "The role of enterprise risk management in enabling organisational resilience: a case study of the Swedish mining industry," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 35(1), pages 59-108, March.
    8. Martin Carlsson‐Wall & Katarina Kaarbøe & Kalle Kraus & Anita Meidell, 2021. "Risk Management as Passionate Imitation: The Interconnections Among Emotions, Performance Metrics, and Risk in a Global Technology Firm," Abacus, Accounting Foundation, University of Sydney, vol. 57(1), pages 72-100, March.

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