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Abstract This paper examines the adoption of a formal risk management framework in a large public sector organisation. The paper shows the relevance of risk management as an accountability tool, extended by means of disclosure to the scrutiny of distant others. The paper also reveals how the use of risk management is dependent on relational skills, knowledge of business activities and professional experience. Risk management can be seen as both a context‐dependent device and as a technique abstracted from a context. The paper discusses how risk officers deal with this complexity, addressing the expectations of multiple organisational actors and external entities.
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Stored only when both papers are in the corpus — 70 citations exist upstream.
Papers that cite the same references — the relational fallback while embeddings are still backfilling.
Imported from OpenAlex (CC0) — nothing here is generated.