Project managers for risk management: case for Japan

Abstract

PurposeThe purpose of this paper is to examine complex risk management practices of Japanese firms in a turbulent environment.Design/methodology/approachThe focus of this research is to examine risk management practices based on product accidents in Japanese firms. It examines how firms utilize risk management to respond to various types of risks related to product planning and process designs and how the firms with risk management respond to similar incidents. This focused group research uses surveys and additional interviews.FindingsThe research findings suggest the following: the majority of firms define the scope of product risk management in terms of product quality management, project management, and project management+quality management; firms that have risk managers include the entire supply chain in the scope of risk management; and firms reexamine the systematic risk management processes through actual major accidents (direct learning) or other firms' risk outcomes (indirect learning).Research limitations/implicationsThis article presents a research model that identifies and examines key aspects of risk management practices. This focused group research provides a useful basis for future empirical research on risk management practices.Originality/valueThis is a rare study on the risk management practices of Japanese firms. The risk management framework in this article introduces actual risk management practices of successful Japanese firms.