Risk management system in business relationships—Polish case studies

Exploring how inter-organizational relational benefits affect information sharing in supply chains

“…Selnes and Sallis [22] argued that a dark side of relationship can have a negative interaction between trust and knowledge exchange behavior on relationship performance. Relational governance is the most important instrument applied by the partners to manage relational risk [9,10]. Managing relational risk requires appropriate relational governance for adaptable control and collaboration simultaneously in a dynamic environment.…”

“…Research on inter-organizational information sharing, have examined uncertainty, facilitators, trust, commitment, and shared vision, among other factors [6]. Little has examined the inter-relationship between relational governance and risk management that affect information sharing and these relationships, despite being an important issue in inter-organizational research [9,10]. It is generally believed that the information sharing is greater when parties have a good relationship [11].…”

“…Relational governance and risk management are major perspectives which concern the maintenance of the relationship between supply chain members and mitigate the probability of relational risk behaviors in supply chains [9,10]. Creating superior governance value and managing probable relational risk are fundamental to a firm's long-term survival and success in supply chains.…”

Modelling and Enhancement of Organizational Resilience Potential in Process Industry SMEs

“…Globalization as well as the development of new technologies, such as, firstly, information and communication technologies (ICT), make the situation even harder when it comes to identification and handling of all potential business risks [1,2]. Methodologies, tools or business standards that are traditionally used by organizations in order to deal with business risks and disruptions seem to be insufficient due to the abovementioned issues.…”

“…SMEs represent a very important economic pillar in all parts of Europe. This may be illustrated through the following data: (1) In Serbia, a government strategy highlighted SMEs as a very significant economic factor which needs further development as SMEs together account for 99.4% of all enterprises [9]; (2) In the UK, SMEs are recognized as the most influential economic actor accounting for 99.9% of all enterprises; (3) In the EU, recent years have brought about certain issues but SMEs have retained their position as the backbone of the European economy, being more than 98% of all enterprises in 2012 [10]. In the process industry, organizations have to be resilient because of the nature of their business such as the continuous flow of material and connected processes where risk in one process may lead to other unwanted events in other processes.…”