Linking risk management to strategic controls: a case study of Tesco plc

Woods, Margaret

doi:10.1504/ijram.2007.015295

Cited by 39 publications

(50 citation statements)

References 12 publications

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“…However, from a management control perspective the framework has severe limitations, not least ignoring the socio-political dimensions of risk identification and analysis (Williamson, 2007). Woods (2007) explored the overlap between ERM and balanced scorecard (BSC) at Tesco PLC. That paper set out the governance model used internally by the Tesco group and the researcher's interpretation of the communication lines linking risk and strategy (Woods, 2007(Woods, , p. 1084.…”

Section: Decision Making For Strategic Controlmentioning

confidence: 99%

“…Woods (2007) explored the overlap between ERM and balanced scorecard (BSC) at Tesco PLC. That paper set out the governance model used internally by the Tesco group and the researcher's interpretation of the communication lines linking risk and strategy (Woods, 2007(Woods, , p. 1084. We anticipate more studies that focus on how the control processes of ERM are applied in companies.…”

Section: Decision Making For Strategic Controlmentioning

confidence: 99%

See 1 more Smart Citation

Emerging themes in management control: A review of recent literature

Berry

Coad

Harris

et al. 2009

The British Accounting Review

369

282

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a b s t r a c t This review starts from the lines of enquiry suggested by Otley et al. [Otley, D.T., Broadbent, J.M., Berry, A.J., 1995. Research in management control: an overview of its development. British Journal of Management 6, S31-S34] and develops these themes in the light of more recently published research. Hence this review is structured around the following emerging themes; Decision making for Strategic Control; Performance Management for Strategic Control; Control Models for Performance Management and Measurement; Management Control and New Forms of Organisation; Control and Risk; Culture and Control; and Practice and Theory.Whilst research has been evident in all of these areas, relatively little attention has been paid to information and communication technologies and its impact upon control system design and capability, nor did we find much literature on control and gender, or on control and sustainability. Further there has been relatively little research on control and risk or upon control and culture. The limitations of overarching frameworks are noted and we conclude that it seems essential to place more emphasis on research which attends to the relationship of control practices and theory which will require more embedded and collaborative research processes.

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Section: Decision Making For Strategic Controlmentioning

confidence: 99%

Section: Decision Making For Strategic Controlmentioning

confidence: 99%

Emerging themes in management control: A review of recent literature

Berry

Coad

Harris

et al. 2009

The British Accounting Review

369

282

View full text Add to dashboard Cite

show abstract

“…The innovationand learning objectives should be linking with bank'sstrategywhichdetermined by boardof directors to translatethemaximumacceptable level of risk in light of their knowledge about market and return risks (Woods, 2008) that expressed as risk appetite of bank.…”

Section: Operational Riskmentioning

confidence: 99%

Measuring the Effectiveness of Banking Risk Balanced Scorecard in Enhancing Bank Value

Elkhouly¹,

Ibrahim²,

Frargy³

et al. 2015

IJEF

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The purpose of this paper is to contribute to the body of knowledge in the area of risk balanced scorecard, particularly in the banking sector which faces variety complex types of risk. The authors develop a conceptual framework for measuring the effectiveness of Banking Risk Balanced Scorecard (BRBS) across and beyond Basel requirementsin addition to its essential role to maximize both of stakeholders' value and competitive advantage. Stakeholders include shareholder value (investors) and intellectual capital (customers, employees and regulators). Competitive advantage can be measured by the market share, as a proxy of it. The authors adopt quantitative approach for this purpose.

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“…One of the greatest benefits of the BSC lies in its potential to overcome the remoteness of strategy from day to day activity [19], and this is one of the challenges faced to introduce risk management into an organisation. Risks of various types may threaten the achievement of strategic objectives, and systems need to be devised to create a culture or consciousness of how to manage those risks at all levels within the organization [20].…”

Section: B Balanced Scorecardmentioning

confidence: 99%

“…Reference [20] shows, the extent of overlap between ERM and BSC. A case study of one of the UK's largest retailers, Tesco plc, is used to show how ERM can be introduced as part of an existing strategic control system BSC.…”

Section: Related Literature Overviewmentioning

confidence: 99%

Associating risk management with a performance measurement system: Case of academic libraries

Chabchoub¹,

Hachicha

2014

2014 International Conference on Advanced Logistics and Transport (ICALT)

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Risk management and performance measurement should be linked together to enable, to each supply chain partner, to define and guide its overall risk profile, as well as to shape its strategic direction. In this frame, the aim of this paper is to propose and to validate an integrated approach for relating risk management into supply chain performance measurement system. The proposed approach is carried out in two sequential phases. After identifying flow, missions and goals of an organization, the first phase focuses on the application of the Supply chain operations reference (SCOR) model and the Activity Breakdown Structure (ABS) to identify supply chain processes and activities. After that, Risk Breakdown Structure (RBS) and Risk Breakdown Matrix (RBM) are applied to identify critical risks and to give a set of performance metrics that is based on those risks. Finally, the second phase completes this set by using the Balanced Scorecard (BSC) framework. For a validation purpose, the proposed approach is applied to the Higher Institute of Industrial Management (ISGI, Sfax-Tunisia) library. A comparative analysis between the identified metrics and those required by the standard ISO 11620 (version 2008) shows the significance and the importance of the proposed approach.

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Linking risk management to strategic controls: a case study of Tesco plc

Cited by 39 publications

References 12 publications

Emerging themes in management control: A review of recent literature

Emerging themes in management control: A review of recent literature

Measuring the Effectiveness of Banking Risk Balanced Scorecard in Enhancing Bank Value

Associating risk management with a performance measurement system: Case of academic libraries

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