Abstract:
This project is meant to highlight a widespread global phenomenon in the context of
Telenor Pakistan amidst turbulent political, socioeconomic and competition related factors.
The phenomenon in question is Risk Taking Propensity and Behavior, primarily in the
scope of Project Management; and triggered in the form of Vendor Selection and
Interaction.
The author will examine this phenomenon alongside the catalytic influence of company
culture and top-down expectations; attempting to highlight the interplay between these
factors and how managers will often knowingly take actions or stances (driven by the
impulse to meet norms or expectations; often mistakenly assumed to be “the only way” to
garner individual recognition or relevance) that are objectively harmful to the project or
the company. Such behaviors are often driven by a narrow-sighted attempt to meet a
personal or professional objective that may very well be a conflict of interest with the goals
of the project itself; usually to achieve short term gain or glory.
The author will also critically examine how the “need” or “necessity” of such behaviors is
shaped by political, socioeconomic, and competitive situations, where otherwise objective
or practically driven individuals will pursue excessively risky or excessively risk-averse
approaches. Both these approaches can be linked with a desire to be seen as a go-getter or
as a careful planner respectively. Conditions significantly deviating from the “norm” or
favorable state of the company’s performance will cause individuals to fear the
repercussions of a mistake or of “low visibility” much more than during times of good
performance and stability
