دانلود رایگان مقاله درک افشای ریسک به عنوان عملکرد سازمان اجتماعی

Abstract

This paper draws on neo-Durkheimian institutional theory to identify patterns of social relations within the Burmah Oil Company Limited (BOC) in the period 1971-1976 and to assess whether the risk perceptions and the approaches to risk management discussed within the risk disclosures for the BOC annual reports are consistent with the patterns of social relations. Using archival sources the dominant pattern of social relations in the period 1971- 1973 is identified as hierarchical and in the period 1974-1976 as isolate; the change in the pattern of social relations resulting from the BOC tanker fleet crisis in 1974. Significantly, the annual report risk disclosures are found to be consistent with the dominant patterns of social relations. Much prior risk disclosure research has focused on examining the principal characteristics of risk disclosures and testing for associations between volumes of risk disclosures and firm characteristics. This study suggests neo-Durkheimian institutional theory may offer a causally-based explanation for annual report risk disclosures.

Conclusion

This paper has examined social relations within BOC in the period 1971-1976 to assess whether the risk disclosures in the company’s annual reports are consistent with the patterns of social relations identified. The study explored an important British company (BOC) during a period where a major event occurred in 1974. Drawing on archival sources and employing neo-Durkheimian institutional theory, the analyses identify the dominant pattern of social relations in the period 1971-1973 as hierarchical and in the period 1974-1976 as isolate. The archival evidence for a hierarchical form of social organisation is indicated by both high group and high grid dimensions. The high group dimension is perceptible in a preference for rewarding staff who demonstrate a commitment to serving the best interests of the group and in a preference for promoting from within the company rather than through recruiting managers external to the company. The high grid dimension is apparent in the organisational structure with roles being distinct and deference to authority occurs. The change in the dominant form of social organisation arises as a result of the hierarchical form of social organisation not being able to fulfil its promise that demonstrating a commitment to the group will result in a reciprocation whereby the group will provide for the individual. The previous expectation of job security dissipates as the tanker fleet crisis progresses and impacts negatively on the financial position of the company. External directors are brought in and communal bonds weaken resulting in the group dimension weakening, whilst social regulation remains largely unchanged. Hence, an isolate form of social relations comes to the fore with management efforts greatly constrained and planning directed towards the shortterm.