Four Ways to Improve Risk Reporting

2021 ◽  
pp. 000812562110198
Author(s):  
Ruchi Agarwal ◽  
Sanjay Kallapur
Keyword(s):  
Risk Management ◽  
Best Practices ◽  
Business Strategy ◽  
Near Misses ◽  
Risk Culture ◽  
And Performance ◽  
Communicating Risk ◽  
Risk Reporting

Risk reporting is often unconnected with business strategy and performance, and is considered merely as a matter of compliance, which defeats the purpose of risk management. This article describes four best practices of companies that have improved their risk reporting by strengthening the vertical and horizontal communication of risks, reporting near misses, and communicating risk digitally through apps. Better risk reporting involves simplification and incentivization. It enables organizations to improve risk management and risk culture overall.

scholarly journals The importance of Risk Management Assessment: A proposal of an Index for Listed Companies

2018 ◽  
Vol 1 (2) ◽  
pp. 122-137
Author(s):  
Osmar Axel Cervantes-Cabrera ◽  
Guadalupe Del Carmen Briano-Turrent
Keyword(s):  
Risk Management ◽  
Latin American ◽  
Business Strategy ◽  
Design Methodology ◽  
Listed Companies ◽  
International Literature ◽  
Five Dimensions ◽  
Listed Firms ◽  
The Subject ◽  
Risk Culture

AbstractObjective – This study aims to construct an innovative index that integrates the most important qualitative elements of risk management for listed companies. Design/methodology – This research is exploratory, since the subject has been rarely addressed in Mexico, so we will review the international literature on risk management and propose an instrument for measuring and monitoring risk management. The index proposed in this study is composed by five sub-indexes or dimensions, consisting of nineteen constructs that are expressed in one hundred items or statements, measured through a Likert scale and un-weighted. Results – The integral risk management index proposed are related to five dimensions: architecture of risk, risk culture, risk guideline, risk assessment and business strategy. This framework constitutes a base for the implementation and conceptualization of the risk management, which harmonizes the regulations and methodologies of greater importance at the international level. Adherence to this framework complies with all international requirements and has the basis for an efficient administration in the 21st century. This study could be a reference for those responsible on the risk management decisions in Latin American listed firms.

INNOVATION CAPABILITY, ABSORPTIVE CAPACITY AND SMES PERFORMANCE IN PAKISTAN: THE MODERATING EFFECT OF BUSINESS STRATEGY

2018 ◽  
Vol 13 (Number 2) ◽  
pp. 1-11
Author(s):  
Muhammad Zulqarnain Arshad ◽  
Darwina Arshad
Keyword(s):  
Economic Growth ◽  
Absorptive Capacity ◽  
Business Strategy ◽  
Innovation Capability ◽  
Research Directions ◽  
Conceptual Paper ◽  
And Performance ◽  
New Research ◽  
The Relationship ◽  
Crucial Part

The small and medium-sized enterprises (SMEs) play a crucial part in county’s economic growth and a key contributor in country’s GDP. In Pakistan SMEs hold about 90 percent of the total businesses. The performance of SMEs depends upon many factors. The main aim for the research is to examine the relationship between Innovation Capability, Absorptive Capacity and Performance of SMEs in Pakistan. This conceptual paper also extends to the vague revelation on Business Strategy in which act as a moderator between Innovation Capability, Absorptive Capacity and SMEs Performance. Conclusively, this study proposes a new research directions and hypotheses development to examine the relationship among the variables in Pakistan’s SMEs context.

CONCEPTUALISING RISK CULTURE ON ERM IMPLEMENTATION IN CONSTRUCTION COMPANIES

2020 ◽  
Vol 17 (1) ◽  
pp. 59
Author(s):  
Ching Ching Wong
Keyword(s):  
Risk Management ◽  
Risk Identification ◽  
The Body ◽  
Risk Indicators ◽  
Construction Companies ◽  
Risk Appetite ◽  
Risk Culture ◽  
Risk Treatment ◽  
Managing Risk ◽  
The Relationship

Enterprise Risk Management (ERM) is an effective technique in managing risk within an organization strategically and holistically. Risk culture relates to the general awareness, attitudes and behaviours towards risk management in an organisation. This paper presents a conceptual model that shows the relationship between risk culture and ERM implementation. The dependent variable is ERM implementation, which is measured by the four processes namely risk identification and risk assessment; risk treatment; monitor and consult; communicate and consult. The independent variables under risk culture are risk policy and risk appetite; key risk indicators; accountability; incentives; risk language and internal relationships. This study aims to empirically test the relationship between risk culture and ERM implementation among Malaysian construction public listed companies. Risk culture is expected to have direct effects and significantly influence ERM. This study contributes to enhance the body of knowledge in ERM especially in understanding significant of risk culture that influence its’ implementation from Malaysian perspective.

From strategic human resources to organization performance

2014 ◽  
Author(s):  
Ana Rita Damas Oliveira ◽  
Paulo Alexandre Guedes Lopes Henriques ◽  
Teresa Cristina Clímaco Monteiro de Oliveira
Keyword(s):  
Human Resources ◽  
Business Strategy ◽  
Organization Performance ◽  
Case Study Methodology ◽  
Strategic Human Resources ◽  
The People ◽  
Sustainable Advantage ◽  
Strategy Alignment ◽  
And Performance ◽  
The Impact

Much has been written about the link between HR and performance, however consensus has yet not been found concerning the understanding on how that relationship comes together. Empirically, no direct impact has been found and research has only suggested an indirect impact. Consequently, the Strategic HRM field is particularly interested on the understanding of the mediating variables that impact the organization performance. Besides the integrated and business strategy alignment of the HR function, it should be considered that it is the people (HR) of the organization and not their practices that determine the company´s competitive advantage. (Messersmith & Guthrie, 2010) argue that it is the impact of those practices that represent “the true resource and enable a sustainable advantage over industry rivals”. The objetive of this research proposal is to study the impact of strategic human resources practices on the organization performance through a case study methodology, supported by longitudinal data. Namely, the project aims to achieve a deeper understanding of the variables that affect the process stream during strategy implementation. How the HR practices impact on people? And why human resources are the most valuable asset? These core premises are in line with the most recent economic concerns about people productivity, employment policies and labor flexibility.

Organizing and Managing Data Analytics Teams for Procurement

2020 ◽  
Author(s):  
Benjamin Shao ◽  
Robert D. St. Louis
Keyword(s):  
Best Practices ◽  
Business Strategy ◽  
Data Analytics ◽  
Team Members ◽  
Procurement Process ◽  
Using Data ◽  
And Training ◽  
Different Levels ◽  
The Way

Many companies are forming data analytics teams to put data to work. To enhance procurement practices, chief procurement officers (CPOs) must work effectively with data analytics teams, from hiring and training to managing and utilizing team members. This chapter presents the findings of a study on how CPOs use data analytics teams to support the procurement process. Surveys and interviews indicate companies are exhibiting different levels of maturity in using data analytics, but both the goal of CPOs (i.e., improving performance to support the business strategy) and the way to interact with data analytics teams for achieving that goal are common across companies. However, as data become more reliably available and technologies become more intelligently embedded, the best practices of organizing and managing data analytics teams for procurement will need to be constantly updated.

scholarly journals ICT evaluation models and performance of medium and small enterprises

2014 ◽  
Vol 20 (1-2) ◽  
pp. 9-24
Author(s):  
Anass Bayaga ◽  
Emmanuel O. Adu
Keyword(s):  
Risk Management ◽  
Analysis Of Variance ◽  
Repeated Measures ◽  
Operational Risk ◽  
Small Enterprises ◽  
Operational Risk Management ◽  
Evaluation Models ◽  
Ict Adoption ◽  
And Performance ◽  
Medium And Small Enterprises

Abstract Building on prior research related to (1) impact of information communication technology (ICT) and (2) operational risk management (ORM) in the context of medium and small enterprises (MSEs), the focus of this study was to investigate the relationship between (1) ICT operational risk management (ORM) and (2) performances of MSEs. To achieve the focus, the research investigated evaluating models for understanding the value of ICT ORM in MSEs. Multiple regression, Repeated-Measures Analysis of Variance (RM-ANOVA) and Repeated-Measures Multivariate Analysis of Variance (RM-MANOVA) were performed. The findings of the distribution revealed that only one variable made a significant percentage contribution to the level of ICT operation in MSEs, the Payback method (β = 0.410, p < .000). It may thus be inferred that the Payback method is the prominent variable, explaining the variation in level of evaluation models affecting ICT adoption within MSEs. Conclusively, in answering the two questions (1) degree of variability explained and (2) predictors, the results revealed that the variable contributed approximately 88.4% of the variations in evaluation models affecting ICT adoption within MSEs. The analysis of variance also revealed that the regression coefficients were real and did not occur by chance

Sign in / Sign up

Export Citation Format

Share Document