ABSTRACT
Chapter 6 moves the analysis level from that of the project, towards investigating the role of different market participant motivations, rationalisation processes and organisational cultures in the conceptualisation and management of risk. These factors are of course deeply interlinked with the organisation and devices covered in previous chapters. Applying successive analytic focus to these artificial groupings provides a useful framework to break up the analysis and provide a window into the complexity at play. Different combinations of involvement exist, and devices are not all used in the same manner by each market participant. Therefore, an exploration of the systems and perspectives of use is required. This chapter considers the operation of a variety of approaches within particular contextual environments and the perspectives that specific business models inculcate in their practitioners – these conditions of interpretation help to shape the market into which the prior tools fit and help assemble. The feedback loop and performative role of risk management processes is thereby further explained.
