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Environment, Health & Safety (EHS) Leadership and Governance in High Risk Organisations: Exploring Perspectives from the Gulf Cooperation Council (GCC) Region

This exploratory research is based on an objectivist epistemology with a
positivist theoretical perspective that deployed concurrent mixed methods
(MMR) design through a quantitative administered survey alongside an in-depth
qualitative analysis through interviews exploring the perspectives of leaders on
EHS leadership and governance.
The research literature review focused on EHS leadership, corporate
governance and strongly related topics. This MMR research employed both an
expert panel-validated survey and a semi-structured interview protocol which
explored 9 themes which emerged from the literature review including
EHS/Safety Leadership; Risk Management; Influence and Accountability. Due to
pragmatics relating to the number of leaders accessed (N=30) the statistical
analysis is limited to descriptive type statistics.
Almost all respondents supported the monitoring role of the Board of Directors
(BoD), but disagreed that the BoD should play an active role in risk
management. Comparisons are drawn between the Oil and Gas and non-Oil and
Gas organizations with interesting results especially in matters relating to risk
management.
Structured thematic content analysis yields that Safety Culture; Leadership;
Influence and Accountability were the three leading themes accounting for just
over 50% of the responses analysed. Many sub-themes have also emerged and
are discussed.
A Model of EHS Leadership and Governance was created and is presented
which positions themes and factors that influence monitoring of EHS
performance and ultimately risk management. The research can be considered
as a unique contribution as a relatively small body of currently published work in
this subject area, both globally and more so in the GCC.

Identiferoai:union.ndltd.org:BRADFORD/oai:bradscholars.brad.ac.uk:10454/14743
Date January 2014
CreatorsAlhashimi, Waddah S.M.A.G.
ContributorsFord, Jackie M., Harding, Nancy H.
PublisherUniversity of Bradford, Faculty of Management
Source SetsBradford Scholars
LanguageEnglish
Detected LanguageEnglish
TypeThesis, doctoral, DBA
Rights<a rel="license" href="http://creativecommons.org/licenses/by-nc-nd/3.0/"><img alt="Creative Commons License" style="border-width:0" src="http://i.creativecommons.org/l/by-nc-nd/3.0/88x31.png" /></a><br />The University of Bradford theses are licenced under a <a rel="license" href="http://creativecommons.org/licenses/by-nc-nd/3.0/">Creative Commons Licence</a>.

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