Roger Miles
Print versionContact Details
King’s Centre for Risk Management
Department of Geography
King’s College London
Strand
London WC2R 2LS
Email: roger.t.miles@kcl.ac.uk
Department of Geography
King’s College London
Strand
London WC2R 2LS
Email: roger.t.miles@kcl.ac.uk
Biography
Roger started his PhD research in January 2006.
After linguistics and accountancy study, he worked managing corporate risk communications for two decades, including in a Government department, consultancy, and a lobby group. While in business practice he wrote and spoke about some aspects of risk in management, and occasionally still does.
After linguistics and accountancy study, he worked managing corporate risk communications for two decades, including in a Government department, consultancy, and a lobby group. While in business practice he wrote and spoke about some aspects of risk in management, and occasionally still does.
Research
Coping strategies for regulatory risk in UK banking; the creation of Chief Risk Officers.
Supervisors: Dr Brooke Rogers and Dr. Robyn Fairman
Abstract:
Observably, many organisations' default response to new risk regulation is utililitarian: To make sense of compliance obligations in terms of local risk:risk trade-offs. (For example, an assumed probability - and possible cost - of detection may be weighed against the cost of full compliance.) Following recent regulatory focus on operational and reputational risks, whilst some regulated practitioners maintain a utilitarian rationale (that "box-ticking" is an adequate performance), others may question such "fantasy document" conventions. Empirical research among senior bankers explores the impact of regulatory interventions on organisational behaviour; and how the interventions produce change in management practices - or continue to nurture fantastical responses.
Supervisors: Dr Brooke Rogers and Dr. Robyn Fairman
Abstract:
Observably, many organisations' default response to new risk regulation is utililitarian: To make sense of compliance obligations in terms of local risk:risk trade-offs. (For example, an assumed probability - and possible cost - of detection may be weighed against the cost of full compliance.) Following recent regulatory focus on operational and reputational risks, whilst some regulated practitioners maintain a utilitarian rationale (that "box-ticking" is an adequate performance), others may question such "fantasy document" conventions. Empirical research among senior bankers explores the impact of regulatory interventions on organisational behaviour; and how the interventions produce change in management practices - or continue to nurture fantastical responses.
