Precautionary Risk Management

Jablonowski, Mark

doi:10.1057/9780230627659

Cited by 11 publications

(5 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Cross-linking of elastomers with peroxides can be effectively improved by using co-agents [1][2][3][4]. Co-agents are multifunctional organic molecules which are highly reactive towards free radicals [5,6].…”

Section: Introductionmentioning

confidence: 99%

Peroxide vulcanization of natural rubber. Part II: effect of peroxides and co-agents

Kruželák

Sykora

Hudeč

2014

Journal of Polymer Engineering

View full text Add to dashboard Cite

Four types of peroxides in combination with two types of co-agents were used as cross-linking agents for the preparation of rubber compounds based on natural rubber. The effects of Type I and Type II co-agents on cross-linking and physical-mechanical properties of vulcanizates were investigated. The correlation between mechanisms of the interaction of co-agents with the rubber matrix in relation to the characteristics of tested systems was discussed. The results showed that the Type I co-agent influenced the rate and the state of cure. Physical-mechanical properties were improved by addition of the Type I co-agent. By contrast, the Type II co-agent had no contribution to the rate and state of cure. Moreover, physical-mechanical properties of vulcanizates deteriorated in the presence of this type of co-agent.

show abstract

Section: Introductionmentioning

confidence: 99%

Peroxide vulcanization of natural rubber. Part II: effect of peroxides and co-agents

Kruželák

Sykora

Hudeč

2014

Journal of Polymer Engineering

View full text Add to dashboard Cite

show abstract

“…, 2019). Definitions of risk usually refer to an exposure to (Jablonowski, 2006) or the probability of (Remenyi and Heafield, 1996; Jaafari, 2001; Kartam and Kartam, 2001) losses in a project. The latter definition of risk is used here because it implies that risk is quantifiable, even if it has to be estimated subjectively (Savage, 1954; Zwikael and Gilchrist, 2023).…”

Section: Literature Reviewmentioning

confidence: 99%

Organizational support as an effective risk mitigation approach

Sadeh

Zwikael²,

Meredith³

2022

IJMPB

View full text Add to dashboard Cite

PurposeAs managing risks effectively is critical for successful projects, project managers regularly identify and prioritize the risks that apply to their projects. However, research argues that project managers struggle to identify effective risk mitigation approaches for the most critical risks, partly because they do not always have the required authority to act effectively. The authors argue that, particularly in high-risk projects, organizational support (OS) provided by senior executives to project managers can facilitate a practical approach to risk mitigation beyond traditional risk management practices.Design/methodology/approachThe authors modeled the relationship between risk, organizational support and project success. Then, the authors conducted a structural equation modeling analysis on survey data obtained from 722 projects and tested for the impacts of OS practices in the presence of risk on projects' success.FindingsSuppose done effectively, senior executives can provide more support to project managers and the teams in high-risk projects, resulting in higher project success. OS has a positive impact on project success in terms of efficiency and effectiveness. Interestingly, the positive impact of OS on success is greater than the negative impact of the risk.Practical implicationsThe paper further describes various effective OS practices to mitigate risks and explore opportunities when faced with high-risk projects.Originality/valueWhereas it is known that risk has a negative impact on project success, this paper suggests that, in addition to that, OS is in between risk and success and has an impact on this relationship (mediation). Moreover, with OS, the total negative effect of risk on effectiveness turns into a positive impact.

show abstract

“…Okazuje się bowiem, że precyzyjna, skwantyfikowana wiedza dotycząca prawdopodobieństwa materializacji tego rodzaju zagrożenia -wcale nie zmienia podstaw podejmowania decyzji. Można wręcz stwierdzić, że w przypadku ryzyka katastrofy, podmioty podejmujące decyzje często postępują tak, jakby poziom prawdopodobieństwa materializacji katastrofalnych scenariuszy wcale nie miał znaczenia [Jablonowski 2006].…”

Section: Wiarygodność Badań Empirycznych -Jeszcze Większe Problemyunclassified

Niepewność Nauki a Działanie, Czyli – Problemy Z Evidence – Based Policy

Malinowski

2020

QME

View full text Add to dashboard Cite

The purpose of this article is primarily to introduce the topic of scientific uncertainty to the wider context of economics and management. Scientific uncertainty is one of the manifestations of irreducible uncertainty and reflection on it should enable better decision making. An entity that bases its operation on current scientific research, which depreciates over time and ultimately leads to erroneous decisions, is referred to as the “loser”. The text indicates estimation of potential scale of this problem supplemented by an outline of sociological difficulties identified in the analysis of the process of building scientific statements. The article ends with a sketch of the answer to the question “how to act in the context of scientific uncertainty?”.

show abstract

Precautionary Risk Management

Abstract: Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims for damages.

Cited by 11 publications

References 0 publications

Peroxide vulcanization of natural rubber. Part II: effect of peroxides and co-agents

Peroxide vulcanization of natural rubber. Part II: effect of peroxides and co-agents

Organizational support as an effective risk mitigation approach

Niepewność Nauki a Działanie, Czyli – Problemy Z Evidence – Based Policy

Contact Info

Product

Resources

About