Strategic Risk Management Practice: How to Deal Effectively with Major Corporate Exposures

Andersen, Torben Juul; Schrøder, Peter Winther

doi:10.1108/sd.2011.05627gae.001

Cited by 13 publications

(26 citation statements)

References 64 publications

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“…Miles I., Belousova V.,Chichkanov N.,Krayushkina Zh., Risk management has its own ISO standard: ISO 31000 (more details and links to risk assessment techniques are available at: https://www.iso.org/iso-31000-risk-management.html, accessed 24.12.2020). Overviews of the field include [Power, 2007;Spedding, Rose, 2007;Andersen, Schroder, 2010]. On success factors for risk management systems, see [Yaraghi, Langhe, 2011].…”

Section: Relating To New Demands Concerningmentioning

confidence: 99%

The Impact of the Coronacrisis on KIBS Sector

Miles

Belousova

Chichkanov

et al. 2021

Foresight and STI Governance

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Knowledge-Intensive Business Services (KIBS) are problem-solvers for other organizations. The coronacrisis affects KIBS directly, but also means that their clients are confronting new problems. How are KIBS addressing these two sets of challenges? This paper draws on material available in the trade and industry press, on official reports and statistics, and the early academic studies addressing these themes. We find that KIBS have been active (alongside other organizations) in providing a substantial range of services aimed at helping their clients (and others) deal with various contingencies thrown up by the crisis. Not least among these is the need to conform to shifting regulatory frameworks, and requirements for longer-term resilience. KIBS themselves have had to adapt their working practices considerably, to reduce face-to-face interaction with clients and within teams collaborating on projects. Adaptation is easier for those whose tasks that are relatively standardized and codified, and it remains to be seen how far a shift to such activities - and away from the traditional office-based venues of activity - is retained as firms recover from the crisis. KIBS are liable to play an important role in this recovery from the crisis, and policymakers can mobilize their services. Some KIBS are liable to be critical for rendering economies more resilient in the face of future pandemics and we argue that these firms are also important for confronting the mounting climate crisis.

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Section: Relating To New Demands Concerningmentioning

confidence: 99%

The Impact of the Coronacrisis on KIBS Sector

Miles

Belousova

Chichkanov

et al. 2021

Foresight and STI Governance

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show abstract

“…Internal risks are related to operational risks from the internal organisation of the business. Andersen and Schrøder (2010) [110] stated that operational risk sources mostly come from inside organisations, and their handling varies significantly according to the type of operation. They also pointed out that these risks can be positive or negative, and that risk mitigation must take place internally, whether preventive or protective, because the risk source comes from inside the organisation.…”

Section: Internal Risksmentioning

confidence: 99%

“…The external risks are the risks derived from sources outside the supply chain, over which an organisation has little or no control, such as natural disasters (e.g., earthquakes, hurricanes and tsunamis), war, oil crises, terrorist attacks, outbreaks of disease, financial irregularities, crime and rising custom duty [36]. According to Andersen and Schrøder (2010) [110], risk management is used by organisations to deal with hazards and economic risks that, because of the sources of risk, generally come from outside the organisation and have a negative impact. Examples include natural disasters such as earthquakes and floods, and disasters caused by human activities such as forest burning, air pollution, theft, terrorism and work accidents.…”

Section: External Risksmentioning

confidence: 99%

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A Novel Taxonomy for Risks in Agribusiness Supply Chains: A Systematic Literature Review

et al. 2021

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Agribusiness supply chain (ASC) risk is currently a major business problem throughout the world. The current trend of globalisation has affected every business, and supply chain risks have become a concern in logistics and other business processes. Current risk management strategies must address a variety of global and local challenges. To tackle this issue, existing research has analysed risks in agrifood supply chains, ASC risk management, disruption in ASCs, risk assessments of agriculture supply chains and sources of risk facing an agricultural supply chain. However, the existing research has not defined and categorised risks as a basis for managing risks in ASCs. Therefore, the definition and categorisation of risks in the ASC has been overlooked. To address this gap, this paper undertakes a systematic literature review, offering constructs to define and categorise risks in ASCs, and develops a novel taxonomy in ASC risks to enrich future research on ASC risk management. Sixty-one articles from six databases published between 2000 and 2020 underwent descriptive and thematic analysis.

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“…In the context of new product development, developing software units need more immediate responses to current unexpected incidents or changing environmental work conditions to achieve efficient short-term effects with organized activities, especially, in operating process in product or service development. In the absence of response capabilities, product development units become more and more misarranged with efficient processes, and new technologies don't attune to changing customer needs (Andersen & Schrøder, 2010). Response capabilities in the application software development level is the ability to cope with unexpected circumstances occurred in the process of producing new product or service.…”

Section: Managing Capabilitiesmentioning

confidence: 99%

A Measurement Model of Operational Capabilities in Application Software Firms

Lee¹

2015

IJBM

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In recent strategy literatures, operational capabilities in the information technology have been mostly interested among academic scholars since newly developed mobile devices emerged. However, the conceptualization and measurement of operational capabilities in application software firms has little come to attention. The purpose of this study is to propose a measurable model of operational capabilities by conceptualizing, operationalizing, and measuring operational capabilities. Specifically, based upon theoretical and practical literatures, this study seeks to conceptualize a set of capabilities-organizing, managing, and technical capability-that help operating existing capabilities in the application software business. Moreover, it concretizes the construct of operational capabilities with formulating reflective and formative modes, and also certifies their validities through empirical data-driven testing from 227 mobile software developers, sourced from Mac App Store and Google Android Apps. In the measurement model, it results in reflective indicators as first-order model and formative indicators as second-order model using partial least square analysis techniques. Lastly, the author discusses the theoretical and managerial implications and provide some suggestions for the future study.

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Strategic Risk Management Practice: How to Deal Effectively with Major Corporate Exposures

Cited by 13 publications

References 64 publications

The Impact of the Coronacrisis on KIBS Sector

The Impact of the Coronacrisis on KIBS Sector

A Novel Taxonomy for Risks in Agribusiness Supply Chains: A Systematic Literature Review

A Measurement Model of Operational Capabilities in Application Software Firms

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