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Journal articles on the topic 'Dolomite risk management strategy'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Buttrick, David B., Nicole Y. G. Trollip, Ronald B. Watermeyer, Nicolaas D. Pieterse, and Abraham A. Gerber. "A performance based approach to dolomite risk management." Environmental Earth Sciences 64, no. 4 (2011): 1127–38. http://dx.doi.org/10.1007/s12665-011-0929-8.

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2

Fedulova, І. V. "Risk management strategy." Management and Entrepreneurship in Ukraine: the stages of formation and problems of development 2019, no. 1 (2019): 65–74. http://dx.doi.org/10.23939/smeu2019.01.065.

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3

Tileagă, Cosmin, Oana Niţu, and Claudiu Valentin Niţu. "Banking Risk Management – RCB Strategy." Procedia Economics and Finance 6 (2013): 719–23. http://dx.doi.org/10.1016/s2212-5671(13)00194-9.

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4

Coulson, Andrea B., and Rob Dixon. "Environmental risk and management strategy." International Journal of Bank Marketing 13, no. 2 (1995): 22–29. http://dx.doi.org/10.1108/02652329510078668.

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5

Sinha, Sidharth. "BHP Limited: Risk Management Strategy." Vikalpa: The Journal for Decision Makers 27, no. 2 (2002): 65–82. http://dx.doi.org/10.1177/0256090920020207.

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BHP Limited, a global natural resource company based in Australia, has traditionally hedged its market price risks with derivatives. Based on the analysis of a ‘Cash Flow at Risk’ model, which exploits the diversification effect in a portfolio context, it has now decided to discontinue its hedging activities. However, this portfolio approach to risk management raises questions about the standard ‘stand-alone’ approach to project evaluation and capital allocation. Readers are invited to send their responses on the case to Vikalpa office.

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6

Zipperer, Lorri, and Geri Amori. "Knowledge management: An innovative risk management strategy." Journal of Healthcare Risk Management 30, no. 4 (2011): 8–14. http://dx.doi.org/10.1002/jhrm.20064.

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7

Noy, Eli, and Shmuel Ellis. "Corporate Risk Strategy:." European Management Journal 21, no. 1 (2003): 119–28. http://dx.doi.org/10.1016/s0263-2373(02)00159-7.

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8

Kharchenko, V. S., and N. E. Egorova. "Oil Spill Risk Management Strategy Modeling." Ecology and Industry of Russia 19, no. 11 (2015): 47. http://dx.doi.org/10.18412/1816-0395-2015-11-47-49.

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9

Choo, Kim-Kwang Raymond. "A Cloud Security Risk-Management Strategy." IEEE Cloud Computing 1, no. 2 (2014): 52–56. http://dx.doi.org/10.1109/mcc.2014.27.

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10

Elster, M., and L. Grothier. "Developing a clinical risk management strategy." Journal of Wound Care 13, no. 10 (2004): 430. http://dx.doi.org/10.12968/jowc.2004.13.10.26697.

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11

Asmoni, Asmoni, and Iwan Kuswandi. "College Survive Strategy Through Risk Management." Praniti Wiranegara (Journal on Research Innovation and Development in Higher Education) 1, no. 1 (2021): 01–09. http://dx.doi.org/10.53602/pwjridhe.v1i1.15.

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Universities before facing the industrial era 5.0, have to improve themselves a lot. Especially how to survive (survive). One of them is by implementing risk management, not only in the financial sector, but risk management in a social context, in this case reputation risk. In order to survive, universities pump their lecturers to be productive in the field of research, in addition, with the number of scholarship recipients for their students, as well as the acceptance of university graduates in the world of work. College Survive Strategy Through Risk Management oleh Asmoni disebarluaskan di bawah Lisensi Creative Commons Atribusi-NonKomersial-BerbagiSerupa 4.0 Internasional.Berdasarkan ciptaan pada http://ojs.uniwara.ac.id/index.php/PWJridhe/article/view/15/3.

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12

Schneier, Robert, and Jerry Miccolis. "RISK: Enterprise management." Strategy & Leadership 26, no. 2 (1998): 10–16. http://dx.doi.org/10.1108/eb054613.

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13

Vukolić, Zoran. "Risk management and development of risk management strategy in public applicant users." Revizor 22, no. 86 (2019): 83–95. http://dx.doi.org/10.5937/rev1986083v.

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14

Bulevičius, Matas, Kazys Petkevičius, and Stasys Čirba. "THE INFLUENCE OF GEOMETRIC PARAMETERS ON STRENGTH PROPERTIES OF THE AGGREGATES USED TO PRODUCE ASPHALT MIXTURES." Journal of Civil Engineering and Management 19, no. 6 (2013): 894–902. http://dx.doi.org/10.3846/13923730.2013.858645.

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Physical and mechanical properties of asphalt mixtures have a significant impact on a condition of fitted pavement, its stability and reliability during the entire period of its operation. These properties not only depend on bituminous binders chosen for an asphalt mixture and properties of mineral filler, but also on geometric and physical properties of the aggregate. An analysis of these indexes showed physical and geometrical indexes of aggregate of different origins (granite, dolomite and gravel). While researching mineral materials used for asphalt mixtures, the values of flakiness and shape index (FI and SI), impact value SZ and Los Angeles coefficient LA were determined. After calculations, the hypotheses for the average of flakiness and shape indexes of researched rocks (granite, dolomite and gravel) and proximity of dispersions were tested in order to determine the authenticity of geometric quality parameters and similarity of their sampling dispersion. Results of statistical data calculations determined a correlation between geometric parameters of researched aggregate FI and SI and geometrical, strength parameters of the aggregate. The hypotheses, whether research data of these indexes were distributed by normal distribution, were tested by drawing frequency histograms of granite, dolomite and gravel flakiness and shape indexes.

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15

Ullberg, Eskil, Enrique Rodriguez, and Nils Stormby. "Risk Management: From Portfolio Strategy to Value-creating Systems Strategy." Geneva Papers on Risk and Insurance - Issues and Practice 27, no. 3 (2002): 467–76. http://dx.doi.org/10.1111/1468-0440.00185.

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16

Perrottet, Charles. "Risk Management." Journal of Business Strategy 19, no. 5 (1998): 9–12. http://dx.doi.org/10.1108/eb039958.

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17

Freeman, Mark C., Paul R. Cox, and Brian Wright. "Credit risk management." Managerial Finance 32, no. 9 (2006): 761–73. http://dx.doi.org/10.1108/03074350610681952.

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18

Edrich, Carole. "Weather risk management." Journal of Financial Regulation and Compliance 11, no. 2 (2003): 164–68. http://dx.doi.org/10.1108/13581980310810480.

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19

Kume, Hitoshi. "Management Strategy and Control of Its Risk." TRENDS IN THE SCIENCES 10, no. 2 (2005): 86–87. http://dx.doi.org/10.5363/tits.10.2_86.

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20

Maennl, U., and S. Douglas. "Drug Safety Risk Management as Business Strategy." Drug Safety 30, no. 10 (2007): 919–90. http://dx.doi.org/10.2165/00002018-200730100-00143.

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21

Guo, Xue Qi, Lei Jiang, and Hong Jian Qu. "Risk Management Strategy of Floorball in Universities." Advanced Materials Research 791-793 (September 2013): 2159–61. http://dx.doi.org/10.4028/www.scientific.net/amr.791-793.2159.

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This paper investigates the development strategy of the floorball in the universi-ties. Floorball, as a type of floor hockey, is an indoor team sport which is becoming more and more popular in Chinese universities. But the cost of this sport is large for the university. So the input of floorball must be suitable. How to decide the quantity of the input to floorball is studied. By the discrete-time singular dy-namic input-output model, the input level of floorball is derived.

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22

Vanderhorst-Silverio, J. A. "A Dominican strategy: customer-oriented risk management." IEEE Power and Energy Magazine 4, no. 3 (2006): 16–20. http://dx.doi.org/10.1109/mpae.2006.1632446.

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23

Poythress, Norman G. "Avoiding Negligent Release: A Risk-Management Strategy." Psychiatric Services 38, no. 10 (1987): 1051–52. http://dx.doi.org/10.1176/ps.38.10.1051.

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24

Xin, Wei. "Risk Management Strategy ProposalBHP Billiton and Euro." International Journal of Economics, Finance and Management Sciences 3, no. 5 (2015): 411. http://dx.doi.org/10.11648/j.ijefm.20150305.11.

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25

Sonfield, Matthew C., and Robert N. Lussier. "Innovation, Risk and Entrepreneurial Strategy." International Journal of Entrepreneurship and Innovation 1, no. 2 (2000): 91–97. http://dx.doi.org/10.5367/000000000101298586.

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Both new and ongoing ventures require good strategies. But how does an entrepreneur determine the best strategies for a venture? What is necessary for high-level performance? Management research and theory have a great deal to say about how strategy leads to performance, but much of this theory is difficult for business practitioners to apply to their companies. This article presents the Entrepreneurial Strategy Matrix, a model that is based on theory yet is uncomplicated and easy to use: the business manager identifies the levels of innovation and risk inherent in the venture and the Entrepreneurial Strategy Matrix then identifies strategies that are most likely to be effective in that particular situation.

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26

Peltier, T. R. "Risk analysis and risk management." IEEE Engineering Management Review 33, no. 1 (2005): 49. http://dx.doi.org/10.1109/emr.2005.25176.

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27

Adrian, Tobias. "Risk management and regulation." Journal of Risk 20, no. 1 (2017): 23–57. http://dx.doi.org/10.21314/jor.2017.396.

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28

Bland, David E. "Risk management in insurance." Journal of Financial Regulation and Compliance 7, no. 1 (1999): 13–16. http://dx.doi.org/10.1108/eb024991.

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29

Lee, Choong-Bae, and Hyun-Chung Kim. "Effect of Supply Chain Risk Management Factors on Risk Management Strategy and Corporate Performance." Journal of Korea Port Economic Association 36, no. 3 (2020): 55–73. http://dx.doi.org/10.38121/kpea.2020.09.36.3.55.

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30

Elgharbawy, Adel. "Risk and risk management practices." Journal of Islamic Accounting and Business Research 11, no. 8 (2020): 1555–81. http://dx.doi.org/10.1108/jiabr-06-2018-0080.

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Purpose This study aims to compare types and levels of risk and risk management practices (RMPs) including the recognition, identification, assessment, analysis, monitoring and control of risk in both Islamic and conventional banks. Design/methodology/approach A questionnaire survey was conducted among the Islamic and conventional banks in Qatar, together with an analysis of archival data extracted from the Thomson Reuters Eikon database for the period 2009-2018. Data were analysed using descriptive statistics, ANOVA and regression analysis. Findings Islamic banks encounter unique types and levels of risk that are not encountered by conventional banks. In Islamic banks, risks such as those of operation and Sharia non-compliance are perceived to be higher, while in conventional banks other risks such as those of credit and insolvency are higher; other risks, for example, liquidity risk, are faced by both. RMPs are determined by understanding risk and risk management, risk identification, risk monitoring and control and credit risk analysis, but not by risk assessment and analysis. However, the RMPs of the two types of bank are not significantly different, except in the analysis of credit risk. Research limitations/implications The study contributes to the debate in the literature by developing a better understanding of the dynamism of risk management in Qatari banks, which can be extended to similar contexts in the region. However, the relatively small sample size in only one country limits the possibility of generalizing the findings. The survey methodology is based on the perception of bankers rather than their actual actions and does not provide in-depth analysis for each type of risk, especially credit risk. However, using archival data, in addition to those from the survey, minimises the bias that would result from depending on one source of data. Practical implications The study provides valuable insights into the different types and levels of risk, as well as the RMPs in Islamic and conventional banks, which can help in guiding the future development and regulation of risk management in the banking sector of Qatar and its region. Originality/value The study helps to explain the mixed results of previous studies that compare types and levels of risk and RMPs in Islamic and conventional banks. Using different types of data and analysis, it provides evidence from one of the fastest growing economies in the world. It also addresses the concerns over RMPs in banks since the global financial crisis.

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31

Diamantas, Viktor K., Konstantinos A. Kirytopoulos, and Vrassidas N. Leopoulos. "Earned value management under risk." International Journal of Project Organisation and Management 3, no. 3/4 (2011): 335. http://dx.doi.org/10.1504/ijpom.2011.042037.

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32

Kharchenko, V. S., and E. Yu Dorokhina. "Methods of Oil Spill Risk Management Strategy Development." Ecology and Industry of Russia 20, no. 7 (2016): 42–45. http://dx.doi.org/10.18412/1816-0395-2016-7-42-45.

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33

&NA;. "European Risk Management Strategy status and future plans." Reactions Weekly &NA;, no. 1052 (2005): 2. http://dx.doi.org/10.2165/00128415-200510520-00003.

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34

&NA;. "European Risk Management Strategy status and future plans." Inpharma Weekly &NA;, no. 1488 (2005): 21. http://dx.doi.org/10.2165/00128413-200514880-00051.

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35

Kumar, Dhirendra. "Enterprise Excellence through Growth Strategy and Risk Management." British Journal of Economics, Management & Trade 4, no. 5 (2014): 804–21. http://dx.doi.org/10.9734/bjemt/2014/6759.

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36

Mu, Jifeng, Gang Peng, and Douglas L. MacLachlan. "Effect of risk management strategy on NPD performance." Technovation 29, no. 3 (2009): 170–80. http://dx.doi.org/10.1016/j.technovation.2008.07.006.

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37

Jule, Janet G. "Workplace Safety: A Strategy for Enterprise Risk Management." Workplace Health & Safety 68, no. 8 (2020): 360–65. http://dx.doi.org/10.1177/2165079920916654.

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Background: Injury and illness incidence rates continue to be higher in healthcare facilities than in the manufacturing environment despite improvement efforts implemented by various organizations. The prevention of workplace injury and illness is a challenge for facilities due to reasons including exposure to body fluids, infectious diseases, and patient handling activities. The purpose of this project was to reduce workplace safety-related incidents and prevent employee injuries through leadership involvement in employment of preventive, directive, and corrective controls. Methods: A tertiary medical center in California experienced 114 accepted injury claims in 1 year. As a response to the problem, the medical center developed a safety management system consisting of a process for engagement between leadership and staff members/employees to increase accountability and reduce injury risks. Findings: The medical center achieved a 59% reduction from 114 to 67 injury claims over a period of 2 years and a two-point increase in engagement scores from both leaders and staff members. Conclusion/Application to Practice: The development of a safety culture starts with leadership behavior, establishment of clear safety processes, and hazard mitigation activities. Workplace safety is a shared responsibility between frontline staff managers and leadership within an organization. Senior leaders must serve as role models to promote a speak-up culture to support safe work practices.

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38

Soltanizadeh, Sara, Siti Zaleha Abdul Rasid, Nargess Mottaghi Golshan, and Wan Khairuzzaman Wan Ismail. "Business strategy, enterprise risk management and organizational performance." Management Research Review 39, no. 9 (2016): 1016–33. http://dx.doi.org/10.1108/mrr-05-2015-0107.

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Purpose This paper aims to identify the influence of business strategy on enterprise risk management (ERM) adoption and organizational performance (OP). In addition, the mediation effect of ERM on the relationship between business strategy and OP is assessed. Design/methodology/approach A cross-sectional analysis of primary data gathered from 174 public listed companies in Malaysian Bourse through survey was conducted. Findings Companies with cost leadership business strategy are more eager to implement ERM compared to companies with differentiation strategy. The results also indicate that ERM implementation has a significant positive impact on OP. Though ERM is a partial mediator of the relationship between cost leadership strategy and OP, it does not mediate the relationship between differentiation strategy and OP. Research limitations/implications One of the limitations of this study was the small number of respondents, comprising only 174 public listed companies. In addition, the manifest variables adopted from previous studies may not be the best indicators to measure latent variables. Nonetheless, this study fills the gaps in ERM studies by determining the impact of different kinds of strategy on ERM adoption and investigating the mediating effect of ERM on the relationship between business strategy and OP. Practical implications Although the trend in Malaysia seems to move toward ERM adoption, evidence shows that it is not widely practiced among Malaysian firms. Directors of Malaysian companies can understand better the impact of enterprise business strategy on the adoption of risk management and how ERM influences OP. The results of this study also provide valuable insights for the corporate governance regulatory authorities. Originality/value This paper is among the few to assess the impact of firm’s strategy on ERM adoption and to determine the mediation effect of ERM on the relationship between business strategy and OP.

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39

da Costa, Don Gaspar Noesaku, Siti Malkhamah, and Latif Budi Suparma. "Accident risk management strategy at un-signalized intersection." E3S Web of Conferences 76 (2019): 03011. http://dx.doi.org/10.1051/e3sconf/20197603011.

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The increasing of traffic sign and/or light violations is a commonly views in many countries. Even it was occurred intentionally which indicates that drivers accept its possible consequences. The constant fatality index of motorcyclist strongly indicates that determinant variables behind their risky behaviour and/or accident involvement should be further investigated and managed systematically. Accordingly, this paper focuses on motorcyclist accident risk management, particularly at un-signalized segment, by combining the aggregated-individual and expert expectancy approaches. Therefore a questionnaire and braking manoeuver test were undertaken at closed circuit course. The result shows that speeding behaviour was caused by trip purpose and triggered by perception about their braking and hazard detection abilities. In addition, only 24 % of 56 % of riders who believed that their braking capability was above average could apply high braking capability so that most riders might involve in crash due to the average critical crossing gap choice at the monitored intersection. This explains that their speed choice should be deal with their braking capability. However, the overlay policy at the monitored intersection indicates that the unbalanced between mobility and safety still to be a latent issue, which virtually could be bridged by using a standardized braking capability.

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40

Edirisinghe Vincent, Nishani, and Robert Pinsker. "IT risk management: interrelationships based on strategy implementation." International Journal of Accounting & Information Management 28, no. 3 (2020): 553–75. http://dx.doi.org/10.1108/ijaim-08-2019-0093.

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Purpose Risk management is an under-explored topic in information systems (IS) research that involves complex and interrelated activities. Consequently, the authors explore the importance of interrelated activities by examining how the maturity of one type of information technology risk management (ITRM) practice is influenced by the maturity of other types of ITRM practices. The purpose of this paper is to explore these relationships, the authors develop a model based on organizational strategy implementation theory and the COBIT framework. The model identifies four types of ITRM practices, namely, IT governance (ITG); communications; operations; and monitoring. Design/methodology/approach The authors use a survey methodology to collect data on senior information technology (IT) executives' perceptions on ITRM practices. The authors use an exploratory factor analysis (EFA) to identify four dimensions of ITR M practices and conduct a structural equation model to observe the associations. Findings The survey of senior IT executives' perceptions suggests that the maturity of ITRM practices related to ITG, communications and monitoring positively influence the maturity of operations-related ITRM practices. Further, the maturity of communications-related ITRM practices mediates the relationship between ITG and operations-related ITRM practices. The aggregate results demonstrate the inter-relatedness of ITRM practices and highlight the importance of taking a holistic view of ITRM. Research limitations/implications Given the content and complexity of the study, it is difficult to obtain senior executives’ responses in large firms. Therefore, this study did not use a separate sample to conduct the EFA to obtain the underlying four constructs. Also, the ITRM practices identified are perceptions. Even though the authors consider this to be a limitation, it also communicates the pressing areas that senior IT professionals are expected to focus given various external and internal pressures. This study focuses on large firms, hence, small to midsize firms are not well represented. Practical implications Given the demanding regulatory and financial reporting requirements and the complexity of IT, there is an increasing possibility that the accounting profession will require IT professionals to focus on operations-related ITRM practices, such as security, availability and confidentially of data and IS are closely related to internal controls. However, as this study demonstrates, the maturity of operations-related ITRM practices cannot be achieved by focusing solely on operations-related IT risks. Therefore, IT practitioners can use this study to raise awareness of the complex interrelationships among ITRM practices among managers to improve the overall ITRM practices in a firm. Social implications The study also shows the importance of establishing proper communication channels among various business functions with regard to ITRM. Extant IT research identifies the importance of the firm’s communication structure on various firm performance measures. For example, Krotov (2015) mentions the importance of communication in improving trust between the Chief Executive Officer and Chief Financial Officer. Firms with established communication channels have the necessary medium to educate and involve other departments with regard to the security of data. Thus, such firms are more likely to have mature risk management practices because of increased awareness of risks and preventive techniques. Originality/value The study contributes to ITG and risk management literature by identifying the role of monitoring-related ITRM practices on improving other areas of risk management. The study also extends the existing ITRM literature by providing an organizational strategy perspective to ITRM practices and showing how ITRM practices follow organizational strategy implementation. Further, the authors identify four underlying ITRM categories. Consequently, researchers could choose between two factors (Vincent et al., 2017) or four factors based on the level of detail required for the particular study.

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41

Dziawgo, Ewa. "The iron condor strategy in financial risk management." Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu 64, no. 2 (2020): 33–44. http://dx.doi.org/10.15611/pn.2020.2.03.

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42

Popescu, Traian, Alina Popescu, and Gabriela Prostean. "IoT Security Risk Management Strategy Reference Model (IoTSRM2)." Future Internet 13, no. 6 (2021): 148. http://dx.doi.org/10.3390/fi13060148.

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Nowadays, Internet of Things (IoT) adoptions are burgeoning and deemed the lynchpin towards achieving ubiquitous connectivity. In this context, defining and leveraging robust IoT security risk management strategies are paramount for secure IoT adoptions. Thus, this study aims to support IoT adopters from any sector to formulate or reframe their IoT security risk management strategies to achieve robust strategies that effectively address IoT security issues. In a nutshell, this article relies on a mixed methods research methodology and proposes a reference model for IoT security risk management strategy. The proposed IoT security risk management strategy reference model (IoTSRM2) relies on the 25 selected IoT security best practices which are outlined using a proposed taxonomic hierarchy, and on the proposed three-phased methodology that consists of nine steps and outputs. The main contribution of this work is the proposed IoTSRM2 which consists of six domains, 16 objectives, and 30 prioritized controls. Furthermore, prior to providing the related work, this article provides a critical evaluation of selected informative references of IoTSRM2 based on their percentage-wise linkage to the IoTSRM2 domains and to the entire IoTSRM2. The findings of the critical evaluation illustrate, inter alia, the selected informative references that are the top three most and least linked to the entire IoTSRM2.

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McCarthy, J. F. "PORTFOLIO RISK MANAGEMENT AT BHP BILLITON." APPEA Journal 42, no. 1 (2002): 663. http://dx.doi.org/10.1071/aj01042.

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BHP Billiton has implemented a portfolio risk management strategy. The strategy is based on extensive quantitative analysis of the risks and opportunities in the BHP Billiton portfolio and applies leading financial markets thinking to a portfolio of natural resource assets. It enables BHP Billiton to more rigorously manage the risks within its portfolio.This paper will discuss the portfolio modelling process supporting Portfolio Risk Management. The process involves detailed modelling of changing financial markets (i.e. commodities, currencies, interest rates), the implications for the financial strength of the company (i.e. interest cover, liquidity profile, credit rating, gearing) and, ultimately, the implications for the business strategy (i.e. financial targets, growth aspirations, capital investments, acquisitions, share buybacks). This will illustrate how quantitative tools become building blocks for decision making beyond the market risk strategy and strengthen capital disciplines.

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44

Hughen, J. Christopher, and Peter P. Lung. "Risk management in student-managed funds." Managerial Finance 46, no. 5 (2018): 692–702. http://dx.doi.org/10.1108/mf-05-2018-0198.

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Purpose Student-managed investment funds typically pursue “plain vanilla” objectives. The purpose of this paper is to demonstrate the value of adding option strategies to reduce the risk of equity positions around earnings announcements. The collar strategy is one such technique with the advantages of a low net cost and limited potential losses. Design/methodology/approach The authors provide recommendations for utilizing the collar strategy around earnings announcements. The authors also discuss how the value of this strategy is related to the literature on option pricing and earnings announcement returns. Findings Risk management strategies can enhance the pedagogical value of student-managed investment funds. The authors document how students have successfully utilized the collar strategy to immunize risk. Originality/value The collar strategy can enhance the pedagogical value of student-managed investment classes in several ways. First, students learn how to implement risk reduction strategies. Second, the proper implementation of these strategies requires students to learn the complex mechanisms associated with corporate earnings dissemination and analyst coverage. This also provides an opportunity to study earnings drift, which is a persistent and economically significant financial anomaly.

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45

Potgieter, Abraham S., Stephanus J. Pretorius, and Izak Jacobus Van Der Walt. "Integration of a Dolomite Risk Management Programme in Local Governance in South Africa: Tlokwe City Council." Journal of Environmental Protection 07, no. 07 (2016): 1041–49. http://dx.doi.org/10.4236/jep.2016.77092.

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46

Coleman, Les, and R. Mitch Casselman. "Optimizing decisions using knowledge risk strategy." Journal of Knowledge Management 20, no. 5 (2016): 936–58. http://dx.doi.org/10.1108/jkm-11-2015-0465.

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Purpose The paper aims to focus on a strategic approach for making trade-offs between knowledge and risk. Design/methodology/approach Knowledge and risk are viewed as organizational resources that have an inherent trade-off between them, so that optimal firm performance does not necessarily arise through greater accumulation of knowledge nor from reduced risk. This trade-off is represented as an efficient knowledge-risk frontier. The paper examines the dynamics of this frontier on organizational performance. Findings The concept of knowledge-risk strategy is presented which contends that non-probabilistic risk or uncertainty originates from gaps in knowledge. Research limitations implications The paper proposes a new line of research to understand decision-making in organizations, particularly those which focus on knowledge intensive products and services. Practical implications The paper proposes managerial approaches to improve organizational positioning relative to the efficient knowledge-risk frontier through greater awareness of contributors to knowledge gaps and risk in decision situations, as well as traditional strategic tools such as outsourcing. Originality/value The postulated link between risk and knowledge gaps establishes a knowledge-based view of firm risk and recognizes trade-offs for decisions regarding knowledge accumulation.

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47

Pavićević, Snežana, Vida Živković, and Tijana Stanković. "RISK MANAGEMENT AND STRATEGIC PLANNING." International Journal "Advanced Quality" 44, no. 4 (2017): 37. http://dx.doi.org/10.25137/ijaq.n4.v44.y2016.p37-41.

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Companies are exposed to a variety of risks related to the development and implementation of the business strategy. It is possible to observe an opportunity to analyze how different kinds of risk information can be objectively considered by senior management in order to enhance corporate governance and have sound decision making processes. Strategy formulation is the main part of the strategic planning process. Most common strategic planning tools do not even take risk into account, which worsens the situation. Subsequently, it is time to identify and measure strategic risks. Risk management may also support the development of institutional actions so as to increase the likelihood of reaching the expected results. Therefore, this paper aims to introduce a new comprehensive model which integrates risk management into strategic planning. A number of risk tools, improvements to be made by risk managers and a practical application of the model are presented in order to make possible the establishment and deployment of an effective strategy by the organization. The paper also describes the importance of strategic planning and management for the existence and development of enterprises and business organizations.

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48

Sheehan, Norman T. "A risk‐based approach to strategy execution." Journal of Business Strategy 31, no. 5 (2010): 25–37. http://dx.doi.org/10.1108/02756661011076291.

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49

Calkins, Hugh. "The Case for a Legal Risk Strategy." Journal of Business Strategy 10, no. 5 (1989): 42–45. http://dx.doi.org/10.1108/eb060061.

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50

Rampini, Adriano A., Amir Sufi, and S. Viswanathan. "Dynamic risk management." Journal of Financial Economics 111, no. 2 (2014): 271–96. http://dx.doi.org/10.1016/j.jfineco.2013.10.003.

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