Cross culturally managing risk in high risk industries: A cosmopolitan approach to conceptualising human factors in aviation environments

Transcription

1 Cross culturally managing risk in high risk industries: A cosmopolitan approach to conceptualising human factors in aviation environments PACDEFF 2015 Brisbane Novotel Amadeus Kubicek B.Av, MBus(HRM), DBA (cand.) Doctoral researcher akubicek@csu.edu.au

2 Outline Background Practice Research Conceptual framework Results Implications References

3 Background

4 Social & cultural theory of risk Social theory of risk Based on the risk people take or accept (Douglas & Wildavsky, 1982) What is normal in societal culture should be, normal everywhere (Triandis, 1990) Cultural theory Individual, and cultural differences exist in the perception of risk (Steg & Seivers, 2000) Attitudes and perceptions towards risk are not the same universally (Slovic & Peters, 2006)

5 Risk & Human Factors relationship Risk is about managing uncertainty - association to managing: Threat and error Human factors CRM HF engages Physiological factors Social factors Organisational influences Cognitive factors - information processing, decision making, language, and memory

6 Cosmopolitan approach Cosmopolitan perspective Traditional views of risk are critically examined and risk taking may be the norm (Earle & Cvetkovich, 1997) Cosmopolitans - belonging to a wider variety of groups with concern for other group members (Earle & Cvetkovich, 1997)

7 Practice

8 Risk articulated in context Managing the effect of uncertainty on objectives (ISO, 2009) Figure 1. Risk Management Model. ISO 31000:2009 Standards

9 Cultural ambiguity in practice ISO (2009) Reason (1996) Abkowitz (2008)

10 Cross culture, risk & human factors What is the connection of culture to external causes of an incident or disaster? Culture is about values and belief systems Values with differing ideas as to levels of acceptable risk How might culture be a contributing factor? Different societal groups not aligned in their view of risk taking Why might this be a contributing factor? The perception of risk and application to task performance

11 Cultural perspectives considered Dimensions of national cultures (Hofstede,1980, 1991, 2004, 2010) Model of National Culture Differences (Trompenaars, 1997) Globe - Cultural country clusters (Hayes, 2011) Country Clustering - Revised (Ronen & Shenker, 2013)

12 However, when acknowledging cross-border & cultural differences How is the risk management & human factors cross-cultural foot print addressed?

13 Research

14 Research control variables In brief 750 respondents filtered from high risk industries Aviation, Maritime, Construction, Manufacturing, Natural Resources Country clusters (Ronen & Shenkar, 2013) USA, UK & Northern Ireland, Australia, & Singapore Other considerations Age, Education level, Country of education, Country of sign on, Years of experience, Position within organisation, Languages (native) spoken.

15 Statistics methodology Validated scales for all variables Confirmatory Factor Analysis (CFA) Structural Equation Modelling (SEM) Descriptive statistics and correlations on all variables Goodness of fit measures and latent path coefficients Hierarchical Regression Analysis (HRA) Sobel Tests Testing effects between variables - Moderating and mediating Slope tests Bootstrapping (5000)

16 Interactive culture constructs & variables - Aviation settings Organisational behaviour and culture (OC) Emotional intelligence (EI) Cultural intelligence (CQ) Cross cultural role conflict, ambiguity, & overload (CCRCAO) Risk perception (RP)

17 Organisational behaviour & culture The culture of an organisation may be affected by influencing behaviour and performance outcomes (George, Sleeth, & Siders, 1999) Organisational culture and cross culture impacts on the practices and methodologies of task performance (Geller, 2005 Vecchi & Brennan, 2009) Proposition: More emphasis on the degree of cultural risk perception that underlies behaviour, system, or task

18 Emotional Intelligence (EI) Emotional Intelligence (EI) is the ability to recognise, interpret and respond to feelings in others and within the individual (Bucher, 2008) Accordingly, EI correlates to the four-factor model of CQ i.e. metacognitive, cognitive, motivational, and behavioural, in the context of culture within diverse workforces (Moon, 2010) Proposition: Developing EI defines actions and judgements when managing risk within cross cultural environments

19 Cultural Intelligence (CQ) CQ looks to the level of adaptability from one cultural setting to another (Earley & Ang, 2003) CQ concepts within the constructs suggest risk perception may be culturally based (Douglas & Wildavsky,1982; Steg & Sievers, 2000; Triandis 1990) Proposition: Applying CQ may substantially develop the focus and remedy of individual and team error within organisational systems and culture

20 Cross cultural role conflict, ambiguity, & overload (CCRCAO) The extent of role conflict, role ambiguity, and role overload across countries is significantly related to the cultural dimension (Peterson, Smith et al. 1995, Van De Vliert and Van Yperen 1996) Proposition: Within a cross cultural setting, conflict, ambiguity, and overload plays a significant role in the way risk is perceived and the consequent actions taken

21 Risk perception Risk perception has an association with culture with increasing research aimed at articulating the extent it is embedded (Caulkins, 1999; Douglas & Wildavsky, 1982; Wilkinson, 2001) Risk perception influenced by geography, sociology, political science, anthropology and psychology and culture when understanding human behaviour in the face technological hazards (Slovic & Peters, 2010, 2006) Proposition: The perception of risk in task performance varies across cultures but may be aligned to the context of cultural settings by understanding the interacting roles of OC, EI, CQ, & CCRCAO

22 Conceptual framework

23 Conceptual Research Framework Cognitive behaviour reliant upon organisational and individual values and motivations (Earle & Cvetkovitch, 1997; Slovic & Peters, 2006) Cultural values engage emotional and psychological perspectives likely to impact assessment and judgment of risk (Taylor-Goody & Zinn, 2006; Slovic & Peters, 2006) Risk perspectives are not universally addressed in cross-cultural settings organisations inherently engage a one size fits all approach to safety risk management (Kubicek, Ramudu, & Fish, 2013) Applying CQ and EI provides managerial self-awareness in the effectiveness of teams that vary by culture (Shipper, Kincais, Rotondo & Hoffman, 2003)

24 Conceptual Model Figure 1. Conceptual safety risk management and human factors model Kubicek, A, Ramudu, B, & Fish, A. (2013). Perceiving safety and risk in culturally diverse organisations. International Journal of Risk Management(15),

25 Results

26 Results Interaction of variables Positive relationships: 1. EI is positively related to CQ 2. CCRCAO is positively related to CQ 3. EI is positively related to RP 4. EI is positively related to OC 5. CQ is positively related to OC 6. OC is positively related to CCRCAO

27 Results Interaction of variables Mediating relationship: 1. CQ mediates the relationship between EI and RP whereby CQ is the key influencing variable between the two

28 Results Interaction of variables Negative relationship: 1. CCRCAO is negatively related to OC whereby it has a negative impact upon OC

29 Implications

30 Implications for practice Interactive variables (OC, CQ, EI, RP, CCRCAO) may be gauged and developed from recruitment and selection processes to recurrent training to positively impact risk management & human factors practice Provides clarity to the benchmark outlined in ISO 31000:2009 and the tenets of HF in the application of culture Allows standardisation and alignment of risk management & human factors behaviour

31 References Abkowitz, M. (2008). Operational Risk Management: A Case Study Approach to Effective Planning and Response. Hoboken - New Jersey, Wiley & Sons. Cray, D. and G.R. Mallory (1998), Making Sense of Managing Culture, Thomson Business Press, London. Douglas, M., & Wildavsky, A. (1982). As essay on the selection of technological and environmental dangers. Risk and culture. Los Angeles: University of California Press, Ltd. Earle, T. C., & Cvetkovich, G. (1997). Culture, Cosmopolitanism, and Risk Management. Risk Analysis, 17(1), Earley, P. C., & Ang, S. (2003). Cultural Intelligence: Individual interactions across cultures. Stanford: Stanford Business Books. Geller, E. S. (2005). Behavior-Based Safety and Occupational Risk Management. Behavior Modification, 29(3), George, G., et al. (1999). "Organizing culture: Leader roles, behaviors, and reinforcement mechanisms." Journal of Business & Psychology 13(4): Hayes, P. (2011). Global Leadership and Human Systems Integration Global Leadership. Indiana Institute of Technology Hofstede, G.,Hofstede J.,& Minkov, M. (2010). Cultures and Organizations: Software of the Mind, 3rd ed. New York: McGraw-Hill

32 References (cont.) ISO. (2009). ISO 3100:2009 Risk management - Principles and guidelines. Geneva: International Organization for Standardization Janssens, M., & Brett, J. M. (2006). Cultural Intelligence in Global Teams. Group & Organization Management, 31(1), Kubicek, A, Ramudu, B, & Fish, A. (2013). Perceiving safety and risk in culturally diverse organisations. International Journal of Risk Management(15), Low, D. and R. Chapman (2003). "Organisational and National Culture: A Study of Overlap and Interaction in the Literature." International Journal of Employment Studies 11(1): Moon, T. (2010). Emotional intelligence correlates of the four-factor model of cultural intelligence. Journal of Managerial Psychology, Vol. 25(8), Peterson, M F., Smith, P B.... Setiadi, Bernadette. (1995). Role Conflict, Ambiguity, and Overload: A 21 nation study. Academy of Management Journal, 38(2), doi: / Purdy, G. (2010). ISO 31000:2009 Setting a New Standard for Risk Management. Risk Analysis, 30(6), Ronen, S. and O. Shenkar (2013). "Mapping world cultures: Cluster formation, sources and implications." Journal of International Business Studies.

33 References (cont.) Salovey, P., & Mayer, J. D. (1990). Emotional intelligence, imagination. Cognition and Personality, 9(No.3), Steg, L., & Sievers, I. (2000). Cultural Theory and Individual Perceptions of Environmental Risks. Environment and Behavior, 32(2), Stolzer, A. J., Halford, C. D., & Goglia, J. J. (2008). Safety Management Systems in Aviation. Surrey: Ashgate. Slattery, J. P., & Ganster, D. C. (2002). Determinants of Risk Taking in a Dynamic Uncertain Context. Journal of Management, 28(1), Slovic, P. (2000). The perception of risk. London: Earthscan Publications Ltd. Slovic, P., & Peters, E. (2006). Risk Perception and Affect. Current Directions in Psychological Science, 15(6), Stolzer, A. J., Halford, C. D., & Goglia, J. J. (2008). Safety Management Systems in Aviation. Surrey: Ashgate. Thomas, D. C. (2006). Domain and Development of Cultural Intelligence. Group & Organization Management, 31(1), Ting-Toomey, S. (1999). Communicating across cultures. New York: Guilford. Triandis, H. C. (1990). Theoretical concepts of use to practitioners. In R. Brislin (Ed.). Newbury Park, CA: Sage.

34 References (cont.) Trompenaars, F.C. (1997) Riding the Waves of Culture. Hampden-Turner Van De Vliert, E. and N. W. Van Yperen (1996). "Why cross-national differences in role overload? Don't overlook ambient temperature!" Academy of Management Journal 39(4): 986. Vecchi, A., & Brennan, L. (2009). Quality management: A cross cultural perspective. Cross Cultural Management: An International Journal, l6. 2, Schein, E.H. (1985), Organizational Culture and Leadership: A Dynamic View, Jossey- Bass Publishers, San Francisco. Slovic, P., & Peters, E. (2006). Risk Perception and Affect. Current Directions in Psychological Science, 15(6), Steg, L., & Sievers, I. (2000). Cultural Theory and Individual Perceptions of Environmental Risks. Environment and Behavior, 32(2),

35 Thank you Amadeus Kubicek Acknowledgement to Dr Bhanugopan Ramudu for his assistance in supervising this research