ARCOM

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Abbasianjahromi, H, Shadhy, V P and Beykian, A (2021) Developing a smart helmet based on the internet of things to manage hearing problems in the construction projects. Journal of Construction in Developing Countries, 26(2), 231-50.

Adade-Boateng, A O, Fugar, F and Adinyira, E (2021) Framework to improve the attitudes of construction workers towards safety helmets. Journal of Construction in Developing Countries, 26(2), 65-86.

Akeila, M, Preece, C and Kuok, K K K (2021) Evaluating the environmental performance of 3D printed shelters in Jordan. Journal of Construction in Developing Countries, 26(2), 117-34.

Aliu, J, Aigbavboa, C and Wellington Didibhuku, T (2021) Driving the fourth industrial revolution initiative through university and industry collaborations. Journal of Construction in Developing Countries, 26(2), 211-30.

Kouch, K A, Panuwatwanich, K, Sancharoen, P and Sahachaisaree, P (2021) Development of augmented reality application for onsite inspection of expressway structures using Microsoft HoloLens. Journal of Construction in Developing Countries, 26(2), 87-116.

Saleh, N, Enshassi, A and Sundermeier, M (2021) Challenges hindering the resourcing for post-disaster housing reconstruction in Gaza. Journal of Construction in Developing Countries, 26(2), 183-210.

Soemardi, B W, Kusuma, B, Pribadi, K S and Yuliar, S (2021) Technological capabilities of medium-sized contractors in Indonesia. Journal of Construction in Developing Countries, 26(2), 1-15.

Tutesigensi, A, Kibwami, N and Matege, S B (2021) The status of value management practice on construction projects in Uganda and strategies for improvement. Journal of Construction in Developing Countries, 26(2), 251-67.

Ullal, A and Tombesi, P (2021) Dimensions and correlates of development in construction. Journal of Construction in Developing Countries, 26(2), 37-64.

Wong, C C, Faizul Azli, M-R and Loo, S C (2021) Enterprise risk management and risk culture in construction public listed companies. Journal of Construction in Developing Countries, 26(2), 17-36.

Type: Journal Article
Keywords: enterprise risk management; risk culture; top management; risk manager; public listed companies; document analysis
ISBN/ISSN:
URL: https://doi.org/10.21315/jcdc2021.26.2.2
Abstract:
Inadequate risk management and lack of risk culture can expose a company to unexpected risk events, which can negatively affect its performance. However, there are inconsistencies in suitable dimensions to measure the enterprise risk management (ERM) construct, as well as insufficient embedding strategies for risk culture. This study aims to identify the ERM practices and risk culture dimensions among the Malaysian construction public listed companies (PLCs). The roles of top management and chief risk officer/risk manager in influencing ERM and risk culture are also explored. A total of 46 annual reports and 10 interviews of industry practitioners were analysed using content analysis. The analysis of the annual reports found that risk policy and risk appetite/tolerance, monitoring key risk and accountability are the three dimensions of risk culture. In addition, based on the interviews, reward and recognition and internal relationships were identified as the two dimensions of risk. Top management and risk manager were found to be the primary drivers of ERM programme and risk culture in construction PLCs. The results of this study are used to formulate a survey instrument for the subsequent data collection to test the proposed theoretical model.