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A common misconception is that the safest strategy when dealing with risk is to avoid it altogether, resulting in mainly risk hedging strategies aligned with a downside biased view of risk, only focusing on outcomes with a negative effect causing missed opportunities (Damodaran, 2007). Furthermore, another common misconception is the effort to quantify risk, to measure and prioritize it. However, Knight (1921) disregards such an effort due to a lack of guidance in the ever-changing business environment. For an organization to maintain its competitive advantage, it is important to create a risk culture that is neither too defensive, nor too offensive, since it can cause even worse outcomes (Damodaran, 2007). This study takes a qualitative approach, where interviews has been conducted on a single company, which is referred to as “target organization. These interviews will be representing the empirical data for the study. With surprisingly little research done on the subject of risk culture, this thesis aims to identify key managerial tools and concepts to reinforce or change their organizational risk culture. These tools were identified as communication, learning through failure, double-loop learning, incentives, and structure. Furthermore, the study has exemplified concrete measures regarding these tools to align managerial efforts to either hierarchal or adhocracy risk culture.

An in-depth analysis of organizational risk management in health care, and in particular the concepts of Enterprise Risk Management (ERM), has identified a five part model that can be used by Canadian health care leaders as an evidence supported approach to successful organizational risk management. The Model for Organizational Risk Management has been developed as a basis for linking the components of an ERM framework into a Canadian health organization in order to overcome the barriers that commonly disrupt strategic risk management. The Model addresses how an ERM framework can fit within an existing health organization by building off of and enhancing existing processes and resources in order to ensure familiarity, acceptance, and sustainability of the risk management program. By approaching the Model in a stepwise fashion (based on individual organizational context) health care leaders are provided with a roadmap from which to advance their own organizational risk management program.

An in-depth analysis of organizational risk management in health care, and in particular the concepts of Enterprise Risk Management (ERM), has identified a five part model that can be used by Canadian health care leaders as an evidence supported approach to successful organizational risk management. The Model for Organizational Risk Management has been developed as a basis for linking the components of an ERM framework into a Canadian health organization in order to overcome the barriers that commonly disrupt strategic risk management. The Model addresses how an ERM framework can fit within an existing health organization by building off of and enhancing existing processes and resources in order to ensure familiarity, acceptance, and sustainability of the risk management program. By approaching the Model in a stepwise fashion (based on individual organizational context) health care leaders are provided with a roadmap from which to advance their own organizational risk management program.

Inledning: Det förändrade säkerhetspolitiska läget till följd av Rysslands invasion av Ukraina har lyft fram behovet av militär internationell samverkan. Den svenska regeringen beslutade om ett medlemskap i NATO och Sverige blev fullvärdig medlem den 7 mars 2024. Försvarsmakten har lång erfarenhet av samarbete med NATO och andra allierade länder, men det samarbetet har inte inneburit samma typ av kravställning som ställs för en medlemsstat. Ett NATO-medlemskap i denna kontext innebär att lagar och förordningar kan behöva anpassas och Försvarsmakten kan uppleva ett behov av att justera sina styrande dokument. Syfte: Syftet med denna uppsats var att undersöka om den organisatoriska riskhanteringen är en del av målstyrningen inom Försvarsmakten och om inträdet i NATO kan komma att påverka Försvarsmaktens organisatoriska riskhantering. Metod: En kvalitativ studie som till del är jämförande och en innehållsanalys mellan Försvarsmaktens och NATO:s riskhanteringsdokument. Materialet består av styrande dokument som beskriver den organisatoriska riskhanteringen samt den övergripande organisatoriska styrningen i respektive organisation. Semistrukturerade intervjuer av tjänstemän inom Försvarsmakten har också genomförts. Data kategoriserades sedan tematisk med hjälp det av utmaningar och framgångsfaktorer kopplat till kapacitetsutveckling och tolkades utifrån dessa samt teorin riskstyrning. Resultat:  Resultatet visar på att det finns likheter och skillnader mellan Försvarsmaktens och NATO:s riskhanteringsdokument, samt att riskhanteringen är beskriven i relation till Försvarsmaktens uppdrag och mål. Respondenterna bekräftar och ger en djupare inblick i Försvarsmaktens riskhantering. Slutsatser: Resultatet visar på att den organisatoriska riskhanteringen är en del av målstyrningen. Dock framkommer det att det finns utmaningar bland annat politiskt. Skillnaderna mellan Försvarsmaktens och NATO:s riskhanteringsdokument visar även att dessa kan komma att påverka Försvarsmakten i form av ställningstagande och eventuell anpassning av styrande dokument. / Introduction: The Russian Federation’s war of aggression against Ukraine have altered the security environment and have highlighted the need for military international cooperation. The Swedish government decided that Sweden would apply for NATO membership and Sweden became a full member on March 7, 2024. The Swedish Armed Forces have a long experience of cooperation with NATO and other allied countries, but that cooperation has not entailed the same demands that of its member states. NATO membership in this context means that laws and regulations may need to be adapted and the Swedish Armed Forces may experience a need to adjust their governing documents. Purpose: The purpose of this thesis was to investigate whether the organizational risk management is part of the management by objectives within the Swedish Armed Forces and whether the entry into NATO may affect the Swedish Armed Forces' organizational risk management. Method: A qualitative comparative and content analysis study between the Swedish Armed Forces' and NATO's risk management documents. The material consists of governing documents that describe the organizational risk management as well as the overall organizational management, in each organization. Semi-structured interviews of officials within the Swedish Armed Forces have also been conducted. The data was then categorized thematically using challenges and success factors linked to capacity development and interpreted based on these and the theory of risk governance. Results: The results show that there are similarities and differences between the Swedish Armed Forces' and NATO's risk management documents, and that risk management is described in relation to the Swedish Armed Forces' missions and goals. The respondents confirm and further describe the Swedish Armed Forces' risk management. Conclusions: The results show that organizational risk management is part of goal management within the Swedish Armed Forces. However, it appears that there are challenges, political ones among other things. The differences between the Swedish Armed Forces' and NATO's risk management documents also show that these may affect the Swedish Armed Forces in terms of taking a position towards these differences and possible adaptation of governing documents.