Since Douglas and Wildavsky’s (1983) groundbreaking book Risk and Culture, numerous studies have
been conducted employing cultural theory to explain risk preferences on a variety of issues. Yale
Law School’s Cultural Cognition Project has been a
recent locus for much of this activity (http://www.culturalcognition.net). As reflected in the
opening quote from Richard Schweder, this branch
of research recognizes that each worldview’s perception ofrisk is‘‘both true and false. . . .Each myth is a partial representation of reality’’ (Thompson et al., 1990, p. 26). Individuals’ life experiences
shape their worldviews and risk preferences,
which–—through the accrued experiences of organizational leaders and group members–—come to
guide organizations.