Managing risk during an African brewery’s globalisation: Perspectives on inclusivity and organisational change

Abstract

This study examines inclusive risk management practices during the integration of an African brewery into a multinational beverage corporation following a change in majority shareholding. While globalisation offers operational efficiency and market expansion, limited research exists on how employee inclusion across hierarchical levels influences risk management during complex organisational change. The study aims to explore mechanisms through which inclusion is fostered, and risks are collectively identified, assessed, and mitigated amid organisational change. A qualitative, exploratory approach was adopted, involving semistructured interviews with fifteen participants spanning strategic-level and operational-level employees. Data were analysed thematically to identify patterns and contrasts in perceptions of inclusion, leadership practices, communication, and adaptation to operational and digital changes. Findings revealed six core themes: i) Building inclusion through transparent communication, ii) Distributed risk ownership via participatory leadership, iii) Human-centred approaches to cultural integration, iv) Operational adaptation to contextual realities, v) Adaptive practices for digital transformation, and vi) Trust, credibility and power dynamics in organisational change as an emergent theme. Participants highlighted the significance of timely, accessible, and culturally sensitive communication, participatory leadership, and operational flexibility. The emergent theme of trust and perceived fairness further emphasised relational and power dynamics as critical determinants of employee engagement in risk management. The study concludes that inclusive risk management is a multidimensional process, dependent on communication, leadership, cultural adaptation, operational responsiveness, and relational trust. These insights provide practical guidance for organisations navigating global integration, emphasising that employee engagement and equitable participation strengthen organisational resilience and risk awareness. The findings contribute to understanding how inclusive practices can bridge local and global priorities during complex change initiatives, offering actionable implications for risk managers and leaders in globalisation contexts.