Journal articles: 'Operational risk management'

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Chutia, Rakesh. "Operational Risk Management in Banking Sector: An overview." Indian Journal of Applied Research 3, no. 1 (October 1, 2011): 6–8. http://dx.doi.org/10.15373/2249555x/jan2013/4.

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Mishchenko, Volodymyr, Svitlana Naumenkova, Andrii Grytsenko, and Svitlana Mishchenko. "Operational risk management of using electronic and mobile money." Banks and Bank Systems 17, no. 3 (September 19, 2022): 142–57. http://dx.doi.org/10.21511/bbs.17(3).2022.12.

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The extensive use of electronic and mobile money causes additional risks, which complicates the work of electronic money issuers (EMIs) and the functioning of payment systems. The paper aims to investigate operational risk management in the process of using electronic and mobile money. A classification of operational risk types was carried out and the forms of their manifestation in payment systems using electronic and mobile money were characterized. The list of key risk indicators has been compiled to assess the operational risk factors of payment systems using mobile and electronic money; a classification of costs (losses) as a result of the implementation of operational risk events is proposed, dividing them into direct and indirect. Based on the statistics of the International Monetary Fund and the National Bank of Ukraine, the use of electronic and mobile money in certain countries of the world is analyzed. The results on the intensity of electronic money use are presented, and the value of the electronic money multiplier in Ukraine is calculated. To improve operational sustainability of EMIs, a general scheme for organizing the operational risk management process in payment systems using electronic and mobile money is presented. Particular attention is paid to the regulatory and supervisory measures aimed at supporting the operational sustainability of EMIs and payment systems under their control. The issues discussed in this paper are relevant for the debate directed at the implementation of balanced approaches to operational risk management in the process of using electronic and mobile money in developing and emerging economies.

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Mishchenko, Volodymyr, and Svitlana Naumenkova. "BANK'S OPERATIONAL RISK MANAGEMENT MECHANISMS IMPROVEMENT." Scientific Notes of Ostroh Academy National University, "Economics" Series 1, no. 25(53) (June 23, 2022): 102–9. http://dx.doi.org/10.25264/2311-5149-2022-25(53)-102-109.

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The article examines the mechanisms and methods of operational risk management in Ukrainian banks. It is determined that operational risk is a complex type of banking risk, and the peculiarity of its implementation is that it is inherent in all banking processes, products, business lines and activities and has an unpredictable nature. It is proved that the improvement of operational risk management contributes to the sustainable functioning of banks and the stability of the entire banking system. The main principles of the bank's operational risk management system formation and functioning are determined, which include: objectivity and regularity of risk identification and assessment; timeliness of their detection and evaluation; complexity; structured management; proportionality; delimitation of control functions and operational activities; independence of individual governing bodies; confidentiality; transparency and efficiency. Given the complex and dynamic nature of operational risks, as well as the active digitalization of the banking business, it is recommended that operational risks include reputational risks, information risks and cyber risks. Based on the calculations, it is established that the impact of operational risks on the performance of domestic banks tends to increase, the leveling of which requires the development of new management mechanisms through the creation and effective operation of operational risk management. A system of measures to improve operational risk management based on the use of the «three lines of protection», which includes classification, identification, measurement, monitoring, control and reporting of operational risks, as well as assessment of economic and social consequences of risk events. The main methods of operational risk management are identified and it is proved that the key direction of their use should be preventive measures to avoid or minimize the economic consequences of risks, and coverage of losses arising from their implementation should be provided by specially formed reserves of internal capital. An indicative list of key indicators has been developed and approaches to characterizing operational risk events that can be used by domestic banks in practice to minimize the consequences of operational risks have been improved.

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Mishchenko, Svitlana, Svitlana Naumenkova, Volodymyr Mishchenko, and Dmytro Dorofeiev. "Innovation risk management in financial institutions." Investment Management and Financial Innovations 18, no. 1 (February 17, 2021): 190–202. http://dx.doi.org/10.21511/imfi.18(1).2021.16.

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The extensive use of financial technologies and innovations in the provision and utilization of financial products and services causes new risks that require constant attention. The article aims to improve innovation risk management methods to increase the operational stability of financial institutions in Ukraine. By generalizing international practice, the types of innovation risks are classified, and their impact on the activities of financial institutions and consumers is characterized. The attention is drawn to the control strengthening over the impact of operational and regulatory risks, based on important theoretical provisions contained in WBG, BIS, BCBS, and FSB documents. An organizational scheme for the interaction of a financial institution and an IT company is proposed to conclude “smart contracts” based on the use of a cloud service and blockchain technology. The authors propose additional methods of insurance protection and compensation for losses caused by the implementation of risks of using ICT and innovation based on creating the Collective Risk Insurance Fund of financial institutions; offer approaches to the calculation of variable and fixed parts of the contribution to the insurance fund for certain groups of financial institutions. It is concluded that to maintain the proper operational stability of financial institutions in Ukraine, it is necessary to introduce additional collective compensation methods for the risks of innovation and the strengthening of cyber threats.

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Martin, Philip. "As risk management evolves, is operational risk management important?" Journal of Operational Risk 4, no. 4 (December 2009): 75–84. http://dx.doi.org/10.21314/jop.2009.066.

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Beroggi, G. E. G., and W. A. Waliace. "Multi-expert operational risk management." IEEE Transactions on Systems, Man and Cybernetics, Part C (Applications and Reviews) 30, no. 1 (2000): 32–44. http://dx.doi.org/10.1109/5326.827452.

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Bayaga, Anass. "Operational Risk Management: Control Mechanisms." Journal of Social Sciences 34, no. 1 (January 2013): 29–35. http://dx.doi.org/10.1080/09718923.2013.11893115.

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Karminska-Bielobrova, Maryna, and Nataliia Shmatko. "RISK-MANAGEMENT AS AN ASPECT OF OPERATIONAL MANAGEMENT." Bulletin of the National Technical University "Kharkiv Polytechnic Institute" (economic sciences), no. 1 (February 12, 2021): 36–40. http://dx.doi.org/10.20998/2519-4461.2021.1.36.

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The article considers the concepts of risk management, the main processes of risk management. Procedures for the risk management process areproposed. Risk management is one of the components of the organizational process of production, so it must be integrated into this process and haveits own strategy, tactics, operational implementation. At the same time, it is important not only to carry out risk management, but also to periodicallyreview the activities and means of such management. Every organization has its own risk-oriented benefits and identifies risks based on that. Suchactions are called a risk management system. This is a special type of activity aimed at mitigating the impact of risk and the results of the business firm.The stages and advantages of risk management are presented. Today, risk analysis and management is very appropriate and the relevance of riskmanagement is becoming increasingly important, it is necessary for further correct and optimal application of risk management in the main businessprocesses of the enterprise, based on which the main profit of enterprises using analysis processes and risk management. The article proves that riskmanagement is a risk management system and includes management strategy and tactics. Recently, the phrase "risk management" is increasingly used,which is based on a purposeful search and organization of work to reduce the risk of uncertainty. The main goal of the enterprise risk managementsystem is to achieve the maximum degree of risk management. Therefore, special attention is paid to the continuous improvement of risk managementin various situations. Management risk as a multifactorial category of management is studied in the dynamics of a purposeful cyclical managementprocess.

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I.Vasiliev, I., P. A. Smelov, N. V. Klimovskih, M. G. Shevashkevich, and E. N. Donskaya. "Operational Risk Management in A Commercial Bank." International Journal of Engineering & Technology 7, no. 4.36 (December 9, 2018): 524. http://dx.doi.org/10.14419/ijet.v7i4.36.24130.

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The existing financial and economic situation in the world and in Russia impacts the activities of all sectors of the economy, including posing challenges for banks. In the conditions of prolonged instability, the banking community has to pay great attention to the risks taken and to manage them. Among all the risks that the bank is exposed to, operational risks represent a separate group due to its specifics, a lack of a systematic approach to analysis and a lack of identification criteria requiring more detailed study. The operational risk is unique in that, although it affects virtually all areas of the credit institution, it is difficult to establish and separate it from other bank risks. It should be noted that every year there appear all new types of operational risk that have a strong impact on the activities of the credit institution due to the development of information and computer systems, the complication of the instruments of the stock market and the improvement of business methods. Therefore, regulators of all countries try to constantly improve the regulatory framework related to the management of the operational risk of a commercial bank, based on the recommendations given by the Basel Committee on Banking Supervision.The article is aimed at developing an effective system for managing the operational risk of a commercial bank.The empirical level research methods used in this article are a description of what operational risk is, its types, tools and methods of assessment; comparison of operational risk management systems in the studied banks; generalization, analysis and synthesis of the information received; the hypothetical-deductive method is used at the theoretical level.Modernization and improvement of the operational risk management system helps stabilize the bank, increase stability and increase profitability, reduce the provision of capital for operational risk, and increase the attractiveness of banking services for consumers, thus benefiting a credit institution among competitors. In today's financial environment, the effective operational risk management is inherent in the long-term development strategy.

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Aloqab, Abdullah, Farouk Alobaidi, and Bassam Raweh. "Operational Risk Management in Financial Institutions: An Overview." Business and Economic Research 8, no. 2 (February 20, 2018): 11. http://dx.doi.org/10.5296/ber.v8i2.12681.

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After the 2008 financial crisis, many attributed the crisis due to the inability of financial risks to manage operational risks. The period during and after 2008 was critical in providing insight on how vital operational risk management is essential to financial institutions and how best these risks can be managed. The study begins with an overview of the concept of risk and BASEL I, II and III and how they apply to financial institutions. Further, the paper discusses the growing need for operational risk management in the context of financial institutions taking into considerations various models and approaches used in the management of financial risks. Moreover, several pieces of literature discussed operational risks in the financial institutions. The paper also looks at the various methods of operational risk identification and management before concluding that for better management of operational risks in banks, there is the need to comply with both the national and international regulations and procedures.

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Mendonça, Ana Santos, M. A. Losada, S. Solari, M. Neves, and M. Reis. "INCORPORATING A RISK ASSESSMENT PROCEDURE INTO SUBMARINE OUTFALL PROJECTS AND APPLICATION TO PORTUGUESE CASE STUDIES." Coastal Engineering Proceedings 1, no. 33 (October 25, 2012): 18. http://dx.doi.org/10.9753/icce.v33.management.18.

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The paper presents a risk assessment methodology for operational limit states of submarine outfall projects that considers: the environmental legislative framework, the climate agents acting on the coastline and prediction of the plume long-term behaviour near the coastline. The probability of operational failure or stoppage is assessed enabling decision on project design alternatives.

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Abdul Rahim, Noor Fareen, Essia Ries Ahmed, Mohammad Nizam Sarkawi, Abdul Rahman Jaaffar, and Jauriyah Shamsuddin. "Operational risk management and customer complaints." Benchmarking: An International Journal 26, no. 8 (October 7, 2019): 2486–513. http://dx.doi.org/10.1108/bij-04-2018-0089.

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PurposeThe purpose of this paper is to examine the relationship between operational risk management and customer complaints. It also determines whether product complexity moderates the relationship between the operational risk management and customer complaints.Design/methodology/approachThis study utilizes a quantitative method: quantitative data were collected using a questionnaire. The population of this study is 1,845 local conventional bank branches based in Malaysia.FindingsThe findings revealed that components of operational risk management, namely practice of hazard identification and formulation of implementation of risk control, have negative and significant relationships with customer complaints. Empirical evidence confirmed the moderating effects of product complexity on the relationship between operational risk management and customer complaints.Originality/valueFrom the perspective of developing countries, the main contribution of this study is the elucidation of the effect of operational risk management on customer complaints in commercial banks in Malaysia. This study confirmed the usability of the resource-based view theory in the banking industry, as well as operational risk management as a bank resource.

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Maria Ursula, Vianna, and Bramantyo Djohanputro. "A Finance Division Operational Risk Management System Design." JRB-Jurnal Riset Bisnis 5, no. 2 (April 30, 2022): 246–66. http://dx.doi.org/10.35814/jrb.v5i2.2334.

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NFI is a national private company in Indonesian FMCG industry, headquartered in Jakarta which in 2021 carries the topic of simplification and digitalization of finance division's operations as the main topic. The process of simplification and digitization will make financial operational faster, but there are also many bad possibilities that can arise if NFI has not improved its risk management system because the current risk determination is still not good where it is only limited to writing down problems that have been resolved. Therefore, this qualitative research aims to create an Operational Risk Management System Design for the NFI Finance Division using the ISO 31000: 2018 guidelines which have 3 main elements, namely risk management principles, risk management pendekatan and risk management process. The risk management process consists of communication, determining the context, identifying risks, analyzing risks, evaluating risks, and planning for risk management. The data sources used are primary and secondary data with collection techniques in the form of interviews, observations, document studies, and group discussion forums and then analyzed using a combination of qualitative and quantitative approaches. Based on assessment that has been carried out, 30 operational risks were identified, 7 risks are high risk, 12 medium risk, 8 low risk, and 3 risks are very low risk. Therefore, it is necessary to have a risk management system that will help NFI in developing risk management plans.

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Woo, G. "Operational Earthquake Forecasting and Risk Management." Seismological Research Letters 81, no. 5 (August 31, 2010): 778–82. http://dx.doi.org/10.1785/gssrl.81.5.778.

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AlHussaini, Wissam, and Silva Karkoulian. "MITIGATING OPERATIONAL RISK THROUGH KNOWLEDGE MANAGEMENT." Journal of International Management Studies 15, no. 2 (June 1, 2015): 31–40. http://dx.doi.org/10.18374/jims-15-2.4.

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Jednak, Dejan, and Jovo Jednak. "Operational Risk Management in Financial Institutions." Management - Journal for theory and practice of management 18, no. 66 (March 1, 2013): 71–80. http://dx.doi.org/10.7595/management.fon.2013.0004.

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Araz, Ozgur Merih, Tsan‐Ming Choi, David L. Olson, and F. Sibel Salman. "Data Analytics for Operational Risk Management." Decision Sciences 51, no. 6 (May 5, 2020): 1316–19. http://dx.doi.org/10.1111/deci.12443.

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Cornalba, Chiara, and Paolo Giudici. "Statistical models for operational risk management." Physica A: Statistical Mechanics and its Applications 338, no. 1-2 (July 2004): 166–72. http://dx.doi.org/10.1016/j.physa.2004.02.039.

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Ghosh, T. P. "Operational Risk: Measurement and Management Techniques." Paradigm 5, no. 2 (July 2001): 33–45. http://dx.doi.org/10.1177/0971890720010205.

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Singh, Amol. "Operational Risk Management S. K. Bagchi." Paradigm 11, no. 1 (January 2007): 86–87. http://dx.doi.org/10.1177/0971890720070113.

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Xu, Yuqian, Jiawei Zhang, and Michael Pinedo. "BUDGET ALLOCATIONS IN OPERATIONAL RISK MANAGEMENT." Probability in the Engineering and Informational Sciences 32, no. 3 (July 11, 2017): 434–59. http://dx.doi.org/10.1017/s0269964817000250.

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We consider a resource allocation model to analyze investment strategies for financial services firms in order to minimize their operational risk losses. A firm has to decide how much to invest in human resources and in infrastructure (information technology). The operational risk losses are a function of the activity level of the firm, of the amounts invested in personnel and in infrastructure, and of interaction effects between the amounts invested in personnel and infrastructure. We first consider a deterministic setting and show certain monotonicity properties of the optimal investments assuming general loss functions that are convex. We find that because of the interaction effects “economies of scale" may not hold in our setting, in contrast to a typical manufacturing environment. We then consider a general polynomial loss function in a stochastic setting with the number of transactions at the firm being a random variable. We characterize the asymptotic behaviors of the optimal investments in both heavy and light trading environments. We show that when the market is very liquid, that is, it is subject to heavy transaction volumes, it is optimal for a financial firm that is highly risk sensitive to use a balanced investment strategy. Both a heavier right tail of the distribution of transaction volume and a firm's risk sensitivity necessitate larger investments; in a heavy trading environment these two factors reinforce one another. However, in a light trading environment with the transaction volume having a heavy left tail the investment will be independent of the firm's sensitivity to risk.

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Foot, Michael. "Operational risk management for financial institutions." Journal of Financial Regulation and Compliance 10, no. 4 (December 2002): 313–16. http://dx.doi.org/10.1108/13581980210810283.

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Couto, André, Rui Gonçalves, Leandro Pereira, Renato Lopes Da Costa, Álvaro Lopes Dias, and Rui Vinhas Da Silva. "Operational Risk Mitigation in Credit Operations." International Journal of Technology and Globalisation 9, no. 1 (2022): 1. http://dx.doi.org/10.1504/ijtg.2022.10048418.

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Bril, Aleksandr, Olga Kalinina, Alina Kankovskaya, and Viktoria Vilken. "Operational risk management in financing environmental activities and personnel management projects." E3S Web of Conferences 110 (2019): 02018. http://dx.doi.org/10.1051/e3sconf/201911002018.

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Projects on environmental protection and personnel management have a significant impact on the level of fixed costs and changes in operational risks of industrial enterprises. The most effective implementation of these projects is possible at the stages of production growth and expansion of sales of companies. At the stages of recession, this work requires strict control over the level of operational risk and changes in the share of fixed costs in the cost of production. Improving the efficiency of environmental and personnel management projects requires maintaining an optimal level of operational risk. It is proposed to retain project risks at the planned level by controlling and regulating the amount of fixed costs at the enterprises. Various regulatory systems are proposed for periods of recovery and recession of economic activity of enterprises.

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Mertens, Tina, Toon Verwaest, Rosalia Delgado, Koen Trouw, and Leo De Nocker. "COASTAL MANAGEMENT AND DISASTER PLANNING ON THE BASIS OF FLOOD RISK CALCULATIONS." Coastal Engineering Proceedings 1, no. 32 (January 30, 2011): 12. http://dx.doi.org/10.9753/icce.v32.management.12.

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Recent studies showed that one third of the Belgian coastline is not sufficiently protected against severe storm events. Therefore coastal protection plans are set up to assure a minimum safety standard for the entire coastline. Flood risk calculations constitute the main input parameter for the concept and planning phases. Since 100% safety can never be guaranteed, contingency plans are constructed to reduce the remaining flood risks. Flood risk calculations are a powerful communicative and operational instrument to use between engineers and experts on the field, thus forming the link between coastal management and disaster planning.

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Jiang, Weiling, Qianying Yang, Jie Jiang, Igor Martek, and Fanjie Gao. "Operational Risk Management of Public–Private Partnership Infrastructure Projects: A Bibliometric Literature Review." Buildings 12, no. 11 (November 7, 2022): 1905. http://dx.doi.org/10.3390/buildings12111905.

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Public–private partnerships (PPPs) are widely applied in the procurement of capital infrastructure, encompassing phases such as financing, design, construction, operation, and transfer. Of these, the operational phase of PPPs is particularly critical to project success given this is when revenues are generated, and costs recouped. However, the revenue stream will be exposed to numerous risks over the relatively long period of infrastructure operation. Management of PPP operational risk is therefore critical. Despite this importance, research dedicated to PPP operational risk management remains limited. Thus, this paper addresses this deficiency by systematically reviewing related studies and proposing an operational risk management framework. A qualitative bibliometric literature review is conducted on 60 papers pertinent to operational risk management, published across 12 peer review journals. Findings reveal that the industry lacks a systematic operational risk factor list, while the impacts of risks are rarely considered when allocating operational risk factors, and moreover that the research on the selection and efficacy of operational risk management strategies remains undeveloped. This study reveals where further efforts in the research of operational risk management of PPP infrastructure projects could be more fruitfully applied.

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Scandizzo, Sergio. "Risk Mapping and Key Risk Indicators in Operational Risk Management." Economic Notes 34, no. 2 (July 2005): 231–56. http://dx.doi.org/10.1111/j.0391-5026.2005.00150.x.

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Boyar-Sozonovitch, Andrey S., Alexey Yu Buikin, and Kirill V. Pitelinskiy. "Features of enterprise risk management associated with operational risks." Revista Amazonia Investiga 10, no. 46 (October 25, 2021): 9–19. http://dx.doi.org/10.34069/ai/2021.46.10.1.

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Purpose of the work: within the framework of the concept of corporate risk management Enterprise Risk Management (ERM) to study the basic types of risks, assess their role in the modern economy, analyze external and internal operational risks and propose approaches to their quantitative assessment. As a research methodology, it is proposed to use the developed tools of mathematical and numerical modeling, which allows one to obtain, in the key of interest to the decision maker, qualitative and quantitative characteristics of the dynamics of business processes. The operational and economic risks (as very often occurring in the activities of subjects of economic relations) and directly affecting their economic and information security are considered in sufficient detail. It is noted that the risks associated with disruption of business continuity (which enterprises face in their activities) can be included in various classification systems of risks, grouped according to various criteria. The need to identify the mismatch between the design and actual metrics of the organizational structure (establishment of its structure and operating schemes based on the needs of the enterprise/organization) is indicated for solving the optimization problem.

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Zawiła-Niedźwiecki, Janusz, and Maciej Byczkowski. "Information Security Aspect of Operational Risk Management." Foundations of Management 1, no. 2 (January 1, 2009): 45–60. http://dx.doi.org/10.2478/v10238-012-0010-2.

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Information Security Aspect of Operational Risk ManagementImproving organization means on the one hand searching for adequate product (service) matched to the market, on the other hand shaping the ability to react on risks caused by that activity. The second should consist of identifying and estimating types of risk, and consequently creating solutions securing from possible forms of it's realization (disturbances), following rules of rational choice of security measures as seen in their relation to costs and effectiveness. Activities of creating the security measures should be organized as constantly developing and perfecting and as such they need formal place in organizational structure and rules of management

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Abramova, Alla. "DEVELOPMENT TENDENCIES AND FEATURES OF OPERATIONAL RISK MANAGEMENT OF COMMERCIAL BANKS." Scientific bulletin of Polissia, no. 2(23) (2021): 93–104. http://dx.doi.org/10.25140/2410-9576-2021-2(23)-93-104.

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The article examines the structure of operational risks of commercial banks in the context of the implementation of strategic policy and the formation of a positive reputation. Special attention is paid to biometric identification, artificial intelligence, robotics of banking processes and the latest banking products as digitalization factors of operational risks. Development trends and volumes of banks' losses from the occurrence of operational risks (on the example of European countries) were established, as a result of which a higher degree of vulnerability of commercial banks was recognized. Peculiarities of the operational risk management process of foreign banks were studied and consistent procedural laws were established, in particular: risk identification, quantitative and qualitative assessment of factors of the current level of risk, accumulation of information about events, risk losses and their subsequent registration, application of operational risk response measures, detection, accounting total losses and the cost of compensation from the occurrence of risks, monitoring and a system of countermeasures. Systematization of the composition of indicators for the diagnosis of the investigated risks, including for individuals and legal entities, has been carried out. The features and successful practice of the real-time risk management and control environment in European countries are presented, which is based on expanded supervisory powers (increasing operational excellence and stability of business processes), expanding analytics (identifying problems, automation and reporting), specializing in the management of specific by risk types (cyber risk, fraud and conduct risk) and in-depth human factors and inclusion real-time research and impact tools. Priority supervisory measures for operational risk management and control have been announced. It was determined that an important condition for achieving the efficiency and effectiveness of operational risk management should be an individual self-regulation mechanism that functions on the basis of the synergistic effect of the interaction of intrabank divisions and automation information systems. The scientific novelty of the research lies in the author's proposed directions for further actions aimed at prevention, early detection and minimization of the number of occurrences of operational risks and the size of banks' losses from them

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Michalski, G. "Operational risk in current assets investment decisions: Portfolio management approach in accounts receivable." Agricultural Economics (Zemědělská ekonomika) 54, No. 1 (January 29, 2008): 12–19. http://dx.doi.org/10.17221/254-agricecon.

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The basic financial purpose of an enterprise is maximization of its value. Trade credit management should also contribute to the realization of this fundamental aim. Many of the current asset management models that are found in the financial management literature assume book profit maximization as the basic financial purpose. These book profit-based models could be lacking in what relates to another aim (i.e., maximization of the enterprise value). The enterprise value maximization strategy is executed with a focus on risk and uncertainty. This article presents the consequences that can result from operating risk that is related to purchasers using payment postponement for goods and/or services. The present article offers a method that uses the portfolio management theory to determine the level of accounts receivable in a firm. An increase in the level of accounts receivables in a firm increases both net working capital and the costs of holding and managing accounts receivables. Both of these decrease the value of the firm, but a liberal policy in accounts receivable coupled with the portfolio management approach could increase the value. Efforts to assign ways to manage these risks were also undertaken; among them, a special attention was paid to adapting the assumptions from the portfolio theory as well as gauging the potential effect on the firm value.

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Hsu, Carol, James Backhouse, and Leiser Silva. "Institutionalizing Operational Risk Management: An Empirical Study." Journal of Information Technology 29, no. 1 (March 2014): 59–72. http://dx.doi.org/10.1057/jit.2013.15.

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This paper examines the development of operational risk management (ORM) in a financial organization, focusing in particular on the role of IT in institutionalizing the new regime. Through an interpretive case study in a major US financial institution, the paper uses Giddens’ structuration theory to examine how it adjusts to the demands of protecting itself against new operational risks. The discussion and results of our study are expressed in three propositions: (1) the regulatory context and technological development affect the shape and the outcome of ORM; (2) implementing ORM is a process of reflexive monitoring and transforming organizational practices in a financial institution; (3) the role of IT in ORM is contingent on the extant organizational structure and on the choice of risk management approach.

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Stepkin, R. M., Yu Yu Golubyatnikova, and M. E. Botalova. "Risk Passport as an Operational Measure for Integrated Risk Management." Issues of Risk Analysis 17, no. 4 (August 29, 2020): 76–85. http://dx.doi.org/10.32686/1812-5220-2020-17-4-76-85.

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The article considers the essence of the risk from transport companies and the internal affairs authorities in transport, where special attention is paid to the specifics of their activities. Thus, the main difference of risk in enterprises is the possibility of obtaining a loss or profit from the implementation of a planned action or decision, and in the activities of the internal affairs of transport in the likelihood of non-compliance with law enforcement and crime against property in rail, air, sea (river) transport. Transport risks are identified in the operation of both transport companies and the transport police to prevent crimes against property. Their performance depends on the management of transport risks. The classification of transport risk we consider smore at the risk of loss or damage to cargo. For operational risk management, the concept of risk passport is introduced and the passport of the risk of theft is considered here, which represents a set of information about the risk area, risk criteria, as well as instructions on the use of the necessary methods to manage or minimize risk. Graphic image of passport theft risk makes it possible to visually summarize all information about this risk. The modern concept of risk management treats risks comprehensively, such a direction has been called integrated risk management. The algorithm we have introduced to apply an integrated risk management system to traffic police using a risk passport includes the following blocks: analysis of incoming information about criminal assaults on the result of risk detection over a set period of time using risk management soft ware; the identifi ed risk is analyzed by managers who determine its level (risk-free, acceptable, critical and catastrophic levels); depending on the level, risk management activities are offered.

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Numanjanovich, Djamalov Khasan. "OBJECTIVES AND PROBLEMS OF OPERATIONAL AND STRATEGIC RISK MANAGEMENT IN THE MODERN SYSTEM OF SMALL BUSINESS FINANCIAL MANAGEMENT." American Journal Of Social Sciences And Humanity Research 02, no. 06 (June 1, 2022): 119–31. http://dx.doi.org/10.37547/ajsshr/volume02issue06-18.

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A new risk-oriented approach to internal financial planning, based on integration of risk management elements into the process of planned activity of small business entities, New principles have been explored that take into account a risk-oriented approach to financial planning in an enterprise, Based on the analysis and synthesis of economic definitions of the category "risk," the information role of risk in the financial planning process has been identified, Unlike the known one, which is to increase the information awareness of the enterprise when carrying out risk management activities, The rules of organization of risk-oriented internal financial planning are analyzed, which consists in allocation of planning stages and their content, involved departments and responsible persons.

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Wahyuni, Ni Luh Gede Intan Diana, I. Made Sudana, and P. Dyah Hudiananingsih. "Operational Risk Analysis Based on Enterprise Risk Management Approach (ERM) in Export Document Service Company (Case Study at CV Tarukalpa Dewata)." Journal of Applied Sciences in Accounting, Finance, and Tax 4, no. 2 (October 13, 2021): 127–36. http://dx.doi.org/10.31940/jasafint.v4i2.127-136.

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Every company in carrying out its operational activities will definitely face a risk. The various possible risks that can be experienced by the company in carrying out its operational activities need to be managed and controlled by carried out risk management. The implementation of risk management is expected to assist companies in identified, analyzed, assessed, and controlled risks and the impact of risks. One approach that can be used to perform risk management is Enterprise Risk Management (ERM). This research aims to analyze operational risks that occurred at CV Tarukalpa Dewata based on an Enterprise Risk Management (ERM) approach by identified risks, risk assessments, efforts to respond the risks and carry out risk controls to find out what actions must be taken to minimize the possibility of risks and impact risk. This research used a qualitative descriptive research method by collecting data through interviews, observations and questionnaires. The results showed that in the operational activities of CV Tarukalpa Dewata there were seventeen possible risks consisting of four risks originating from human resources owned by the company, five risks that occurred in the process of making export documents, two risks that occurred due to technological constraints, and six external risks. The results of the risk assessment showed that there were three levels of risk that occurred in the operational activities of CV Tarukalpa Dewata namely moderate, low, and very low. Responses to existing risks are carried out by monitoring, controlling management, and paying special attention (urgent) in the company's operational activities.

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Соколов, Дмитрий, Dmitriy Sokolov, Алексей Барчуков, and Alyeksyey Barchukov. "MANAGEMENT SCHEME OF OPERATIONAL RISKS IN A BASIS SYSTEM OF RISK MANAGEMENT." Russian Journal of Management 1, no. 4 (September 1, 2013): 215–25. http://dx.doi.org/10.12737/1608.

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A basis system of risk management described in the article can be adapted for business activity special aspects of organization’s territorial and structural business units for construction of private systems of management. The authors offer Management scheme of operational risks.

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AL-kiyumi, Rawan Khamis, Zamzam Nasser AL-hattali, and Essia Ries Ahmed. "Operational Risk Management and Customer Complaints in Omani Banks." Journal of Governance and Integrity 5, no. 1 (November 29, 2021): 200–210. http://dx.doi.org/10.15282/jgi.5.1.2021.7031.

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The aim of this research is to analyze the relationship between operational risk management and customer complaints in Omani banks. Initially, the current research carried out a quantitative approach on the concepts which connect the variables of the current research, where the data have been collected via a survey on commercial banks in Oman. The findings demonstrate that the operational risk management has a negative and significant link with customer complaints due to there is a proper manner in dealing with risks. On the other hand, the findings revealed that there is a negative impact on absence to deal with risks facing Omani banks. Also, it has been noted that in the event of an increase in operational risk management, customers' complaints are decreased. The current research has added a value and notable contribution lies in its elucidation for the importance of the impact of operational risk management on customer complaints in Omani banks

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Philippov, David I. "METHODOLOGICAL ISSUES OF BANKING OPERATIONAL RISK MANAGEMENT." Statistics and Economics, no. 6 (January 1, 2015): 50–55. http://dx.doi.org/10.21686/2500-3925-2015-6-50-55.

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Medeiros, Janann Joslin, and Wellington Pinto. "High Reliability Organizations and Operational Risk Management." Brazilian Business Review 6, no. 2 (August 30, 2009): 165–80. http://dx.doi.org/10.15728/bbr.2009.6.2.4.

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Adela, Socol. "Operational Risk Management - A Specific Banks Approach." Annales Universitatis Apulensis Series Oeconomica 3, no. 8 (July 31, 2006): 117–22. http://dx.doi.org/10.29302/oeconomica.2006.8.3.21.

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MUERMANN, ALEXANDER, and ULKU OKTEM. "The Near‐Miss Management of Operational Risk." Journal of Risk Finance 4, no. 1 (April 2002): 25–36. http://dx.doi.org/10.1108/eb022951.

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Pastrana-Jaramillo, Carlos Andres, and Juan Carlos Osorio-Gómez. "Operational Risk Management in a Retail Company." Research in Computing Science 148, no. 4 (December 31, 2019): 57–66. http://dx.doi.org/10.13053/rcs-148-4-6.

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Cook, D. M., P. S. Husband, and J. B. Boxall. "Operational management of trunk main discolouration risk." Urban Water Journal 13, no. 4 (January 12, 2015): 382–95. http://dx.doi.org/10.1080/1573062x.2014.993994.

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Zenios, Stavros A., and David Saunders. "Feature Cluster: Operational Research for Risk Management." European Journal of Operational Research 185, no. 3 (March 2008): 1402–3. http://dx.doi.org/10.1016/j.ejor.2006.09.001.

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Smith, Kevin M. "Risk Management in Aviation." International Journal of Aviation Systems, Operations and Training 1, no. 1 (January 2014): 35–43. http://dx.doi.org/10.4018/ijasot.2014010104.

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This relatively short article will set the stage for productive discussions concerning the effective management of risk in large scale dynamic systems, for which future articles will be featured. One of the most important first steps in this regard is the pressing need to understand the operational nature of risk and a rising risk profile. Much about risk is at once poorly understood and treated often as a one-off event instead as a cluster of risk management issues to be addressed from the standpoint of convergent technology applications, and performance modeling. A clear distinction by what is meant by low risk, moderate risk, and high risk needs to be developed. This the author will attempt to do here. Once an unambiguous demarcation line between Low, moderate, and high risk is made then the author will be able to proceed to the next important step in their conceptual development, and that is the specification of the decision analytical structure for all Operational Decisions.

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Dexter, N. C., C. L. Ford, P. C. Jakhria, P. O. J. Kelliher, D. McCall, C. K. Mills, A. C. Probyn, P. A. Raddall, and J. Ryan. "Quantifying Operational Risk in Life Insurance Companies. Developed by the Life Operational Risk Working Party." British Actuarial Journal 13, no. 2 (July 1, 2007): 257–337. http://dx.doi.org/10.1017/s1357321700001483.

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ABSTRACTThis paper overviews a practical approach to the assessment of operational risk in life insurance companies. It considers how actuaries, working in conjunction with risk management professionals and senior management, can develop a framework to assess the capital requirements relating to operational risk, taking into account the capital requirements of other risks and their interaction.This paper recognises that we do not live in an ideal world, and that a lot of the data which one might want for operational risk assessment are not, and in some cases never will be, available. Consequently, the approach outlined in this paper takes into account the fact that management and assessment of operational risk is at an early stage of development in the life industry. In addition, it outlines some of the areas where development is necessary or desirable in the coming years.There is a section on the operational risks against which it is appropriate to hold capital. As this is a new area for insurance companies, and given the governance requirements for Individual Capital Assessments, it is important to explain the results effectively to senior management. Therefore, a brief review of techniques for reporting the results of the assessment is provided.The paper concludes with some thoughts on how operational risk management can be embedded more in the business, and then considers what future work will help develop the framework. To echo the thoughts of the authors of the general insurance paper on this topic (Tripp et al., 2004), we hope that the paper will sow seeds for the development of best practice in dealing with operational risk, and will raise the awareness and increase the interest of actuaries in this emerging topic.This paper represents the views of the individuals in the working party, and not necessarily the views of their employers or the Actuarial Profession.

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Xu, Yuqian, Lingjiong Zhu, and Michael Pinedo. "Operational Risk Management: A Stochastic Control Framework with Preventive and Corrective Controls." Operations Research 68, no. 6 (November 2020): 1804–25. http://dx.doi.org/10.1287/opre.2019.1960.

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Financial services firms are subject to various types of risks. In particular, operational risk is difficult to assess and can be devastating, although it is often perceived by a firm's management as being more controllable than the cost of managing other types of risks. Understanding the management problems associated with operational risk is crucial to the performance of the firm. In “Operational Risk Management: A Stochastic Control Framework with Preventive and Corrective Controls,” Xu, Zhu, and Pinedo introduce a general modeling framework for operational risk management for financial firms. They propose two types of controls and characterize the optimal control policies. They apply their model to a data set from a commercial bank, and through a proper investment strategy, one can achieve a significant performance improvement.

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Puspitasari, Nia Budi, and Muhammad Raihananda Ashafy Yuwono. "Integrating fuzzy logic and house risk method for operational risk management in automotive industry." IOP Conference Series: Earth and Environmental Science 1098, no. 1 (October 1, 2022): 012007. http://dx.doi.org/10.1088/1755-1315/1098/1/012007.

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Abstract Risk management is very important for all organizations and nowadays companies need to be aware of the risks that endanger their operational activities. The object of this research is a motorcycle component manufacturing company that has not yet fully identified its operational risks and designed risk management even though these risks affect the company’s performance. Therefore, the purpose of this study is to identify operational risks and design preventive actions. This study combines fuzzy logic with the house of risk (HOR) model which consists of two phases. The first phase determines the dominant risk agents and the second phase determines the effective actions to deal with them. From the results, there are 22 risk events and 28 risk agents with fifteen dominant risk agents such as human error, data misinformation, and others. Twelve preventive actions were also obtained, such as improving communication both internally and externally and others.

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ANGHELACHE, Gabriela, Ana-Cornelia, and Alina-Nicoleta RADU. "Operational Risk Measurement." EUROPEAN RESEARCH STUDIES JOURNAL XIII, Issue 1 (November 1, 2010): 215–23. http://dx.doi.org/10.35808/ersj/268.

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Ruiz-Canela López, José. "How Can Enterprise Risk Management Help in Evaluating the Operational Risks for a Telecommunications Company?" Journal of Risk and Financial Management 14, no. 3 (March 23, 2021): 139. http://dx.doi.org/10.3390/jrfm14030139.

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Operational risk is defined as the potential losses resulting from events caused by inadequate or failed processes, people, equipment, and systems or from external events. One of the most important challenges for the management of the company is to improve its results through its operational risk identification and evaluation. Most of Enterprise Risk Management (ERM) scholarship has roots in the finance/risk management and insurance (RMI) discipline, mainly in the banking sector. This study proposes an innovative operational risk assessment methodology (OpRAM), to evaluate operational risks focused on telecommunications companies (TELCOs), on the basis of an operational risk self-assessment (OpRSA) process and method. The OpRSA process evaluates operational risks through a quantitative analysis of estimates which inputs are the economic impact and the probability of occurrence of events. The OpRSA method is the “engine” for calculating the economic risk impact, applying actuarial techniques, which allow estimation of unexpected losses and expected losses distributions in a TELCO. The results of the analyzed business unit in the field work were compared with standardized ratings (acceptable, manageable, critical, or catastrophic), and contrasted against the company’s managers, proving that the OpRSA framework is a reliable and useful management tool for the business, and leading to more research in other sectors where operational risk management is key for the company success.

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Journal articles on the topic 'Operational risk management'

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