Methodological bases and practice of risk management of regional development (part 1)

2020 ◽  
Vol 18 (2) ◽  
pp. 114-126
Author(s):  
Valery V. Karpov ◽  
Anna G. Breusova ◽  
Anna A. Korableva
Keyword(s):  
Risk Management ◽  
Regional Development ◽  
Regional Economy ◽  
Full Range ◽  
Risk Identification ◽  
Territorial Development ◽  
Public Authorities ◽  
Strategic Risk ◽  
Risk Committee ◽  
State Programs

The article is devoted to the theoretical foundations and analysis of the experience of subjects of the Russian Federation in the field of regional development risk management. The article examines the concept of risk, its difference and relationship with the concepts of uncertainty, threat, danger, security and others. It is determined that dangers are constantly present in the regional economy. And risk, as a measurable uncertainty with multiple outcomes, for which the probability of occurrence of a risk event is calculated, is manifested as a result of the occurrence of a hazard. When comparing the concepts of risk and security, this means that the security of the regional economy is manifested in the ability to resist threats and manage risks, and not in the complete absence of dangers. It is revealed that ISO standards distinguish between the concepts of risk management and risk management. For further discussion, risk management is understood as a systematic approach to using the full range of mechanisms available to public authorities to reduce emerging risks and threats to the socio-economic development of the region. Further, the analysis of risk management in the practice of regional management on the example of the Omsk, Novosibirsk and Tyumen regions is carried out. The relevant tools in the activities of government bodies, such as territorial development strategies, state programs and projects, were identified, which allowed us to introduce a classification of risks with the allocation of strategic, tactical risks of territorial development and project management risks, among which there is a strategic level. The analysis of the implemented tools for compliance with the mandatory stages of risk management showed mainly the absence of risk identification, unified requirements for risk accounting and systematic risk management of regional development. Among the assessed regions, the Tyumen region has the best practices in terms of risk management. For a more detailed analysis authors highlighted the key institutional and instrumental elements of risk management such as risk committee, strategic risk map, risk register, action plan for risk management, and defined logical relationships between them.

scholarly journals Determinants of enhanced risk disclosure of JSE Top 40 Companies: the board risk committee composition, frequency of meetings and the chief risk officer

2019 ◽  
Vol 20 (1) ◽  
pp. 208-235 ◽  
Author(s):  
C Viljoen ◽  
B W Bruwer ◽  
Z Enslin
Keyword(s):  
Risk Management ◽  
Financial Crisis ◽  
Global Financial Crisis ◽  
Risk Identification ◽  
The Other ◽  
Significant Determinant ◽  
Risk Disclosure ◽  
Risk Committee ◽  
Top 40 ◽  
Level Of Risk

Risk disclosure practices have received increasing attention in the wake of the 2008 global financial crisis. This study investigated possible determinants relating to the composition of the board committee responsible for risk management, the frequency of board risk committee meetings and whether the company employs a chief risk officer, which could manifest in an enhanced level of risk-related disclosure. Based on the possible determinants identified in the literature, nine hypotheses were developed in order to investigate which of these determinants relate to an enhanced level of risk disclosure by the selected companies. The first required integrated reports of non-financial companies in the Top 40 index of the JSE Securities Exchange were investigated in this study. Regarding one area of investigation, namely the level of risk management disclosure, it was found that the disclosure of companies whose risk committee met more frequently and the disclosure of companies that employed a chief risk officer, were of a relatively higher standard. With regard to the other area of investigation, namely the level of risk identification and mitigation disclosure, no clearly significant determinant of enhanced disclosure was identified.

scholarly journals Risk Management in Public Sector: A Literature Review

2017 ◽  
Vol 5 (1) ◽  
pp. 323
Author(s):  
Remzi Ahmeti ◽  
Dr. Besarta Vladi
Keyword(s):  
Risk Management ◽  
Public Sector ◽  
Banking Sector ◽  
Risk Estimation ◽  
Theoretical Background ◽  
Future Research ◽  
Special Focus ◽  
Public Authorities ◽  
Strategic Risk ◽  
Research Areas

Public sector today faces a variety of complex and challenging events, and adequate measures are required in order to ensure that the perceived public value is maintained at certain levels. There is a treasure of literature available for the theory of risk and risk management in private sector, mainly with focus in financial and banking sector. Nonetheless, there is a gap in the literature regarding risk management in public sector. There is no well-established theoretical background of strategic risk management in public sector and most of the available literature focus only on the risk estimation and fail to further contribute to how these estimations can be introduced to the decision-making process within public authorities. For this reasons, this paper aims to present a review of the most sound literature on risk management in public sector and a special focus will be given to the identification of current literature gaps and possible future research areas.

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.

Organizational-economic mechanism of regional development of high-tech engineering

2018 ◽  
Vol 35 (2) ◽  
pp. 3-9
Author(s):  
M. S. Abrashkin
Keyword(s):  
Regional Development ◽  
Regional Economy ◽  
Machine Building ◽  
High Tech ◽  
Regional Competitiveness ◽  
Theoretical Justification ◽  
Economic Mechanism ◽  
The Impact

The article presents a study on the assessment of the impact of science-intensive machine building on the development of the regional economy and increasing its competitiveness. Based on the analysis of foreign sources, a theoretical justification was given for increasing the regional competitiveness of the economy. The tools of regional support of enterprises of science-intensive machine building and the model of the organizational and economic mechanism for regional development of science-intensive machine building were proposed. It has been proven that the development of science-intensive machine building influences the competitiveness of the region. 

The Effects of Decision Aid Orientation on Risk Factor Identification and Audit Test Planning

2002 ◽  
Vol 21 (2) ◽  
pp. 39-56 ◽  
Author(s):  
Jean C. Bedard ◽  
Lynford E. Graham
Keyword(s):  
Risk Factors ◽  
Risk Management ◽  
Decision Aid ◽  
Decision Aids ◽  
Management Strategies ◽  
Risk Identification ◽  
Matched Pair ◽  
Audit Planning ◽  
Audit Firms ◽  
Risk Management Strategies

In auditing, risk management involves identifying client facts or issues that may affect engagement risk, and planning evidence-gathering strategies accordingly. The purpose of this paper is to examine whether auditors' identification of risk factors and planning of audit tests is affected by decision aid orientation, i.e., a “negative” focus wherein client risk and its consequences are emphasized, or a “positive” focus where such factors are not emphasized. Specifically, we expect that auditors will identify more risk factors using a negatively oriented risk identification decision aid, but only when engagement risk is relatively high. We address this issue in the context of auditors' knowledge of actual clients, manipulating decision aid orientation as negative or positive in a matched-pair design. Results show that auditors using the negative decision aid orientation identify more risk factors than do those using a positive orientation, for their higher-risk clients. We also find that decisions to apply substantive tests are more directly linked to specific risk factors identified than to direct risk assessments. Further, our results show that auditors with repeat engagement experience with the client identify more risk factors. The findings of this study imply that audit firms may improve their risk management strategies through simple changes in the design of decision aids used to support audit planning.

scholarly journals Applying the Heuristic to the Risk Assessment within the Automotive Industry Supply Chain

2017 ◽  
Vol 7 (1) ◽  
pp. 43-49 ◽  
Author(s):  
Daniela Marasova ◽  
Miriam Andrejiova ◽  
Anna Grincova
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Automobile Industry ◽  
Risk Identification ◽  
Strategic Decision ◽  
Strategic Factor ◽  
Identification Evaluation ◽  
Key Factor ◽  
The Subject ◽  
Prospective Risk

AbstractRisk management facilitates risk identification, evaluation, control, and by means of appropriate set of measures, risk reduction or complete elimination. Therefore, the risk management becomes a strategic factor for a company’s success. Properly implemented risk management system does not represent a tool to avoid the risk; it is used to understand the risk and provide the bases for strategic decision-making.Risk management represents a key factor for the supply chain operations. Managing the risks is crucial for achieving the customer satisfaction and thus also a company’s success. The subject-matter of the article is the assessment of the supply chain in the automobile industry, in terms of risks. The topicality of this problem is even higher, as after the economic crisis it is necessary to revaluate the readiness of the supply chain for prospective risk conditions. One advantage of this article is the use of the Saaty method as a tool for the risk management within the supply chain.

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