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Frosdick, Steve (2005) Risk and cultural theory: a management consultancy approach. Doctoral thesis, London Metropolitan University.
This thesis sets out a ten-year personal journey using a 'grounded theory' approach to investigate how Cultural Theory might be applied for consultancy and training in the management of risk. There are two research settings: the British Public Assembly Facilities (PAFs) industry and programmes and projects in the British police service.
A review of the literature on theories of risk, including Cultural Theory, concludes that practitioners need to draw on theories of risk to support what they do. Cultural Theory provides the best way of predicting how risks will be perceived and explaining how risk management decisions should be negotiated.
The 'grounded theory' approach is outlined, Cultural Theory is critiqued and the research problem affirmed. Methods are discussed and the usefulness, significance and originality of the research are assessed.
A reflexive 'natural history' of the research as a personal journey is set out. This is followed by a detailed Cultural Theory analysis of British P AFs at both the macro level of the industry and the meso level of the 'safety culture'. There is then a further detailed Cultural Theory analysis of programme and project risk case studies within British police management. A cross-case analysis is then presented.
The thesis then considers the theory that emerges from and is grounded in the research data. Seven theoretical propositions are offered:
• Management of risk techniques are insufficient in themselves;
• Cultural theory is a framework for disaggregated analysis;
• Cultural theory is a heuristic;
• Cultural theory for stakeholder analysis;
• Cultural theory for risk identification;
• Cultural theory for risk estimation; and
• Risk Evaluation and Risk Management as Management Decision-Making.
Finally, the thesis sets out new Cultural Theory methodologies for consulting in and training on the management of risk.
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