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Chapter Seven turns to what will be characterised as operational risks/uncertainties. The associated concept of strategic risks/uncertainties introduced in Chapter Six, is somewhat arbitrary as many risks and uncertainties fit into both categories. Further, a precise demarcation is not practically possible. Nevertheless, for purposes of introduction it is a helpful distinction.

Although it might be an overstatement, here operational risks/uncertainties do seem to offer greater opportunities for quantifiable measurement. This is simply because many operational functions are repetitive, offer numerous contexts where data can be gathered, and observations can lead to useful predictions of future outcomes. Supplementing individual organisation observations with sector-wide data is more possible as well. This is not to say that human factors do not matter, they most certainly do. Subjectivity also matters; but it remains the case that operational activity does present the better chance for measurement.

As with Chapters Five and Six, alternative perspectives are presented, and the complex adaptive systems idea reappears in relation to the processes by which operational risks/uncertainties are assessed and analysed.

We demonstrate in a laboratory experiment that the effectiveness of performance-contingent incentives is inversely related to risk-aversion levels. For about 16.5% of participants, performance fails to improve under performance-pay, and the probability of such failure increases with risk-aversion. This phenomenon works in part through the reduced effort level of more risk-averse individuals when effort level is positively correlated with risk exposure. It is also associated with higher self-reported levels of stress by more risk-averse people working under performance-contingent pay. We find no evidence of such stress causing decrements in the quality of effort affecting performance after controlling for effort level. However, controlling for effort, more risk-averse participants perform better under a fixed salary, leaving less room for improvement under performance-pay.

To discuss our experiences producing a short documentary film focused on a sport-related environmental issue – and reflect on our attempts throughout production to “do” what we are calling “Environmental Sports Journalism” (ESJ).

Following ESJ principles, and in collaboration with Vancouver-based filmmakers, we produced a short documentary entitled, Mount Gariwang: An Olympic Casualty, about the destruction of an ancient forest for a sport mega-event (i.e., the PyeongChang Olympics). We discuss and reflect on our approach and methods for producing the documentary, and identify key issues faced throughout the process – as we attempted to negotiate the intricacies of documentary work and collaboration between academics and media producers, while attending to a set of principles for producing “Environmental Sports Journalism.”

We reflect on strategies used and challenges faced when attempting to produce a short film on a sport-related environmental issue. We note our attempt to: (1) include interview segments with definitions of key concepts and how they are relevant to power relations around sport mega-events; (2) value the lives and voices of local and marginalized people – while noting problems we faced providing adequate context; (3) focus on problems of nonhumans as well as humans – and the challenges we faced including nonhuman issues and perspectives, challenges that reflected the limits of our chosen data collection and reporting techniques; (4) offer some form of hope and identify alternatives around an event that we were critical of; and (5) highlight the complexities of prioritizing social and environmental justice (i.e., taking a side) while attempting to offer what we might think of as “balanced” coverage.

This chapter illuminated barriers we faced in our attempts to produce “excellent” coverage, and in going from media critics to critical media producers. Our hope is to inspire reflection on what is possible around the production of “excellent” sport-related environmental journalism, and to contribute to thinking about the pursuit of public sociology through media.

Although involvement in documentary-making as academics is not new, our attempt to apply principles associated with environmental journalism to the study of sport-related environmental and social problems is in some ways novel, and therefore our reflections on our experiences are also in some ways novel.

The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.

This chapter deconstructs the carefully crafted marketing rollout of the US-based Women's National Basketball Association (WNBA) in 1997, which was presented as the biggest launch in women's sports history. Through a textual and rhetorical analysis, this chapter argues that the WNBA and its corporate partners – through the bundling of distribution channels, sponsorships, and advertising strategies – created three distinct, and at times ideologically conflicting, images of the league: the WNBA as valid capitalistic enterprise, the WNBA as a masculine validation of female athleticism, and the WNBA as a symbolic moment in the political struggle of women for equality. Yet, while this initial, fractured marketing of the league provided a space for cultivating a challenge to dominant gender politics, this space was ultimately restricted to white, heterosexual conceptions of women as the league's array of marketing strategies were unified in reproducing regressive representations of race and sexuality that animate contemporary US sports. However, in institutionally maintaining this narrow, limited space for challenge and protest against inequality, the WNBA nonetheless sanctioned the league as one where players could still fight against injustice. Ultimately, this space would provide a platform for WNBA athletes to enact pioneering challenges against police brutality and racial injustice that would contradict the league's strategic aims.

Introduction: Enterprise risk management (ERM) is a process that identifies how firms manage risks. In recent years, a growing number of companies in emerging economies have begun to implement a holistic framework for risk management for sustainable development.

Aim: The aim of this chapter is to assess the sustainability risk management based approach to economic, social and governance performance. Analysis will be performed on a sample of Romanian listed companies to assessment the significant risks identified by them. Current study undertakes these important issues and configures ambitious theoretical and empirical research to strengthen the knowledge in this scientific field.

Method: The data used for the companies in the sample included companies listed on the Bucharest Stock Exchange in Romania and was taken from the annual reports published by these companies available for the years 2018 and 2019. The sustainability activities were analyzed and an index was calculated for all activities identified in order to assess the risk management.

Findings: Especially the aggregation of risk and the quality of derivation of risk exposure is highly questionable. The number and proportion of risks reported have also changed, although some risks have always been reported frequently. Our results provide support for the recent pressure generated by the COVID-19 pandemics, on firms to adopt more integrated and comprehensive risk management systems.