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Статті в журналах з теми "Risk management"

Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 12 жовтня 2024

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1

Alsulami, Naif K. "Risk Management in Health Management." Journal of Medical Science And clinical Research 11, no. 10 (October 30, 2023): 33–37. http://dx.doi.org/10.18535/jmscr/v11i10.06.

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Анотація:

The study of this paper investigates the crucial function of risk management in healthcare administration. It centers around the different sorts of dangers in medical services and their motivation on quiet security, care quality, and authoritative execution. The use of technology, the importance of risk management, risk consideration and mitigation strategies, and the challenges faced by healthcare organizations are all examined in this section. It keeps up by underlining the situation with fostering a gamble mindfulness in regard to effectively accomplishing chances and working on understanding results in the troublesome medical services setting.

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2

Ritchie, Bob. "Supply Chain Risk Management." International Conference on Business & Technology Transfer 2004.2 (2005): 8–23. http://dx.doi.org/10.1299/jsmeicbtt.2004.2.0_8.

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3

Agustina, Linda, Kuat Waluyo Jati, Niswah Baroroh, Ardian Widiarto, and Pery N. Manurung. "Can the risk management committee improve risk management disclosure practices in Indonesian companies?" Investment Management and Financial Innovations 18, no. 3 (September 6, 2021): 204–13. http://dx.doi.org/10.21511/imfi.18(3).2021.19.

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This study examines the role of the risk management committee as a moderating variable. The risk management committee will moderate the relationship between firm size, profitability, ownership concentration, and the size of the Enterprise Risk Management (ERM) disclosure board. The study is based on agency theory, which discusses the relationship between management and company owners and shareholders. The research sample consisted of 56 manufacturing companies in Indonesia with 224 units of analysis obtained using the purposive sampling technique. It has been proven that the risk management committee can moderate the relationship between firm size and ERM disclosure and ownership concentration and ERM disclosure. Company size is known to affect the disclosure of risk management in a company. But ownership concentration shows different things, that is, it does not affect corporate risk management disclosures. The results also show that the risk management committee cannot moderate the relationship between profitability and the size of the board of commissioners on the company’s risk management disclosures. It has also not been proven that profitability and the size of the board of commissioners directly affect corporate risk management disclosures. Thus, it can be stated that the risk management committee plays a role in controlling the extent of the company’s risk management disclosures; this is necessary to maintain stakeholder trust in the company.

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4

Wauters, E., F. van Winsen, Y. de Mey, and L. Lauwers. "Risk perception, attitudes towards risk and risk management: evidence and implications." Agricultural Economics (Zemědělská ekonomika) 60, No. 9 (September 30, 2014): 389–405. http://dx.doi.org/10.17221/176/2013-agricecon.

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The comprehensive risk analysis of a business such as farming entails questions on what is at stake, how important is the risk concern and how to deal with it. We performed a sequential mixed method, with the in-depth interviews in the first stage (n = 35), followed by a survey on the Flemish FADN (n = 614) in the second, to investigate the farmers’ risk perception, the attitudes towards risk and the perceived usefulness of the risk management strategies. We find that, rather than the short-term volatility in prices, the longer term co-evolution of expenses versus receipts is of a major concern to farmers, next to the land availability and the policy risks. Farmers are shown to be only slightly risk averse, rather risk neutral even. Further, our results suggest that farmers do not consider extensively studied risk management strategies such as contracts, futures and insurances, a valid option for their farm, and put more faith in internal strategies such as the debt management, the liquidity management and diversification. Last, risk management is to a substantial degree performed at the household level, rather than at the farm level, with strategies such as cutting the private expenses and the off-farm employment. These results hardly differ according to the farm and farmer characteristics.  

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5

Malek, Shakil S., Nazneen I. Pathan, and Haaris Mal. "Risk Management in Construction Industry." Indian Journal of Applied Research 3, no. 6 (October 1, 2011): 377–79. http://dx.doi.org/10.15373/2249555x/june2013/125.

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6

Duka, Anastasiia Petrovna. "PARADIGM OF INTEGRATED RISK MANAGEMENT." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 4(12) (2017): 131–36. http://dx.doi.org/10.25140/2410-9576-2017-2-4(12)-131-136.

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7

Fischer Hirs, Chris, and Rüdiger Seitz. "The ART of Risk Management." RISKNEWS 1, no. 4 (August 2004): 58–61. http://dx.doi.org/10.1002/risk.200490084.

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8

Henebry, Kathleen L., Berndt Brehmer, and Nils-Eric Sahlin. "Future Risks and Risk Management." Journal of Risk and Insurance 63, no. 3 (September 1996): 544. http://dx.doi.org/10.2307/253629.

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9

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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10

Spuchlakova, Erika, and Maria Misankova. "Risk management of Credit Default Swap." New Trends and Issues Proceedings on Humanities and Social Sciences 3, no. 4 (March 22, 2017): 229–34. http://dx.doi.org/10.18844/gjhss.v3i4.1573.

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11

Torkos, Henriette. "RISK MANAGEMENT IN OUTDOOR LEARNING EXPERIENCES." Journal Plus Education 19, no. 1/2018 (2017): 185–98. http://dx.doi.org/10.24250/jpe/1/2018/ht.

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12

Prokopjeva, Evgenija, Evgeny Tankov, Tatyana Shibaeva, and Elena Perekhozheva. "Behavioral models in insurance risk management." Investment Management and Financial Innovations 18, no. 4 (October 21, 2021): 80–94. http://dx.doi.org/10.21511/imfi.18(4).2021.08.

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Анотація:

Behavioral characteristics attributed to consumers of insurance services are a relevant factor for analyzing the current situation in the insurance market and developing effective strategies for insurers’ actions. In turn, considering these characteristics allows the insurer to be more successful in the highly competitive field, achieving mutual satisfaction in interacting with the customer. This study is aimed to develop cognitive models of the situation (frame) “Insurance”, taking into account the specifics of the Russian insurance market and systemic factors affecting participants’ behavior in the market. In this regard, the study involves systemizing risks at various levels of the economic system, generalizing factors for the motivation of insurance consumers, developing descriptive and economic-mathematical models for the behavior of economic entities in risky situations.The results obtained represent a behavioral model of interactions among insurance market entities, which determines opportunities for efficient and mutually beneficial coordination of their activities. The developed model includes the following elements: structured individual and institutional frames “Insurance”; a professional index of interest in insurance presented in the form of a mathematical model; methodology for governing the relationships among insurance participants in the digital environment.The recommendations enable predictions of the situation in the insurance market and allow most accurately defining the consumer needs in the conditions of market changes.

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13

Taušer, J., and R. Čajka. "Hedging techniques in commodity risk management." Agricultural Economics (Zemědělská ekonomika) 60, No. 4 (April 28, 2014): 174–82. http://dx.doi.org/10.17221/120/2013-agricecon.

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Анотація:

The article focuses on selected aspects of risk management in agricultural business with the aim to discuss and compare different hedging methods which are relevant for managing the commodity risks associated with agricultural production. The article provides a broader context for understanding the risks and possible responses to it and analyses four basic hedging strategies – commodity futures, forward contracts, options and option strategies. The substance, advantages and disadvantages of each hedging technique are pointed out and compared to each other with the conclusion that there is always some kind of trade-off between the advantages and disadvantages of the particular strategies. The farmers shall, therefore, consider both all aspects of the relevant strategies and their expectations, before they make the final decision which instruments to use.  

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14

K, Roopa. "Credit Risk Management - A Case Analysis." International Journal of Science and Research (IJSR) 12, no. 12 (December 5, 2023): 361–66. http://dx.doi.org/10.21275/sr231128152822.

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15

Anitha, A., and K. Manisha. "A Study on Financial Risk Management." International Journal of Research Publication and Reviews 5, no. 5 (May 26, 2024): 11034–37. http://dx.doi.org/10.55248/gengpi.5.0524.1406.

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16

Hong, Nguyen. "The Effects of Enterprise Risk Management on the Performance and Risk of Vietnamese Listed Firms: Evidence from Abnormal Enterprise Risk Management Index." GLOBAL BUSINESS FINANCE REVIEW 28, no. 5 (October 31, 2023): 122–36. http://dx.doi.org/10.17549/gbfr.2023.28.5.122.

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Анотація:

Purpose: This paper examines the effects of Enterprise Risk Management (ERM), as measured by the Abnormal Enterprise Risk Management Index (ABERMI), on the performance and risk of Vietnamese listed firms. Design/methodology/approach: The paper employs a combination of three regression methods (Pooled Ordinary Least Squares, Fixed Effect Model and Random Effect Model) to test the effects of Enterprise Risk Managment on the performance and risk of Vietnamese listed firms in the period of 2010-2020. In addition, a two-stage re-gression model is used to calculate the ABERMI. Findings: The findings show that firms with effective enterprise risk management (ERM), as evidenced by their low abnormal enterprise risk management index, can enhance their business performance measured by Tobin's Q. Furthermore, good ERM helps firms reduce the risk of bankruptcy. However, the research proves that ERM is not associated with return on total assets and systematic risk. Research limitations/implications: Firm can employ Enterprise Risk Management (ERM) to efficiently and effec-tively manage risk. Additionally, applying a standard might further enhance the quality of risk management efforts by managers. Authorities can encourage the implementation of ERM to safeguard investor's wealth and indirectly protect the Vietnamese economy. Originality/value: Through a comprehensive analysis of various methodologies, this paper aims to uncover positive outcomes in exploring the impact of Enterprise Risk Management (ERM) on both risk and performance within the setting of Vietnamese listed firm.

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17

George, Crispin. "The Essence of Risk Identification in Project Risk Management: An Overview." International Journal of Science and Research (IJSR) 9, no. 2 (February 5, 2020): 973–78. http://dx.doi.org/10.21275/sr20215023033.

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18

Bos, Matthijs, Michael van de Watering, and Joost Trommelen. "DEVELOPMENT OF FLOOD RISK REDUCTION INVESTMENT STRATEGIES THROUGH GLOBAL FLOOD RISK TOOL AND APPLICATION OF ADAPTATION PATHWAYS." Coastal Engineering Proceedings, no. 37 (September 1, 2023): 67. http://dx.doi.org/10.9753/icce.v37.management.67.

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Анотація:

Flooding is an issue of growing concern worldwide. Cities around the world are threatened by sea level rise, land subsidence as well as extreme river discharges and intensified precipitation during short periods of time. The interaction of these phenomena potentially causes severe flood problems. In addition, cities are often densely populated centres with high socio-economic development and sophisticated networks of water-related infrastructure. Hence, the impact and damage of flooding can be significant and very costly. In addition to climate change and socio-economic growth, many cities are sinking as a result of land subsidence. In response to these issues, Royal HaskoningDHV has been developing the Global Flood Risk Tool (GFRT). The GRFT is Royal HaskoningDHV’s cloud-based platform that delivers accurate and comprehensible flood risk analysis and recommends strategic investment proposals to reduce risk on losing lives and economic damages to the society, infrastructure, industries and businesses.

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19

Dalkılıç, Ediz, and Belkıs Nihan Coşkun. "Cardiovascular risk in rheumatoid arthritis and the risk management." RAED Dergisi 7, no. 2 (December 1, 2015): 47–52. http://dx.doi.org/10.2399/raed.15.46855.

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20

Kinter, Achim. "Augen auf! Management des Reputationsrisikos." RISKNEWS 2, no. 6 (December 2005): 60–68. http://dx.doi.org/10.1002/risk.200590123.

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21

Ross, Bernard H., Leroy C. Gould, Gerald T. Gardner, Donald R. DeLuca, Adrian R. Tiemann, Leonard W. Doob, Jan A. J. Stolwijk, and Lee Clarke. "Risk Management." Public Administration Review 49, no. 6 (November 1989): 569. http://dx.doi.org/10.2307/976583.

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22

Roy, Sheila. "Risk management." Nursing Standard 10, no. 18 (January 24, 1996): 51–56. http://dx.doi.org/10.7748/ns.10.18.51.s47.

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23

Henry, Clamp. "Risk Management." International Society of Hair Restoration Surgery 5, no. 5 (September 1995): 14.1–17. http://dx.doi.org/10.33589/5.5.0014.

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24

Rahaman, Andrew A. "Risk Management." Synergist 10, no. 10 (1999): 22. http://dx.doi.org/10.3320/1.2928287.

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25

Zyngier, Suzanne. "Risk Management." International Journal of Knowledge Management 4, no. 3 (July 2008): 19–32. http://dx.doi.org/10.4018/jkm.2008070102.

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26

Coburn, D. G., A. M. Monaghan, and A. J. Gibbons. "Risk management." British Dental Journal 197, no. 5 (September 2004): 225. http://dx.doi.org/10.1038/sj.bdj.4811639.

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27

Moseley, Jane N. S. "Risk Management." Drug Safety 27, no. 8 (2004): 499–508. http://dx.doi.org/10.2165/00002018-200427080-00003.

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28

Russell, Shane. "Risk management." British Journal of Nursing 4, no. 10 (May 25, 1995): 607. http://dx.doi.org/10.12968/bjon.1995.4.10.607.

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29

Meek, Marcel F., and Carlos Heras-Palou. "RISK MANAGEMENT." Hand Surgery 12, no. 03 (January 2007): 141. http://dx.doi.org/10.1142/s0218810407003584.

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30

Guly, H. R. "Risk management." Emergency Medicine Journal 14, no. 6 (November 1, 1997): 408–10. http://dx.doi.org/10.1136/emj.14.6.408.

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31

Mansell, Peter. "Risk management." Nursing Management 14, no. 8 (December 2007): 14–16. http://dx.doi.org/10.7748/nm2007.12.14.8.14.c8237.

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32

Driver, Carolyn. "Risk management." Practice Nursing 14, no. 9 (September 2003): 401–5. http://dx.doi.org/10.12968/pnur.2003.14.9.11472.

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33

&NA;. "RISK MANAGEMENT." Plastic and Reconstructive Surgery 87, no. 6 (June 1991): 1156. http://dx.doi.org/10.1097/00006534-199106000-00085.

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34

&NA;. "RISK MANAGEMENT." Plastic and Reconstructive Surgery 88, no. 1 (July 1991): 187. http://dx.doi.org/10.1097/00006534-199107000-00095.

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35

&NA;. "RISK MANAGEMENT." Plastic and Reconstructive Surgery 88, no. 1 (July 1991): 187. http://dx.doi.org/10.1097/00006534-199107000-00100.

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36

&NA;. "RISK MANAGEMENT." Plastic and Reconstructive Surgery 88, no. 2 (August 1991): 385. http://dx.doi.org/10.1097/00006534-199108000-00104.

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37

&NA;. "RISK MANAGEMENT." Plastic and Reconstructive Surgery 88, no. 2 (August 1991): 385. http://dx.doi.org/10.1097/00006534-199108000-00107.

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38

&NA;, &NA;. "RISK MANAGEMENT." Plastic and Reconstructive Surgery 88, no. 3 (September 1991): 558. http://dx.doi.org/10.1097/00006534-199109000-00090.

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39

&NA;, &NA;. "RISK MANAGEMENT." Plastic and Reconstructive Surgery 88, no. 3 (September 1991): 558. http://dx.doi.org/10.1097/00006534-199109000-00093.

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40

&NA;. "RISK MANAGEMENT." Plastic and Reconstructive Surgery 88, no. 4 (October 1991): 750. http://dx.doi.org/10.1097/00006534-199110000-00089.

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41

&NA;. "RISK MANAGEMENT." Plastic and Reconstructive Surgery 88, no. 4 (October 1991): 750. http://dx.doi.org/10.1097/00006534-199110000-00092.

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42

Cassels, Sam. "Risk management." Facilities 5, no. 8 (August 1987): 11–12. http://dx.doi.org/10.1108/eb006414.

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43

Robinson, Sheila, and Judith Robertson. "Risk management." Facilities 5, no. 10 (October 1987): 14. http://dx.doi.org/10.1108/eb006421.

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44

Lalonde, André B. "Risk Management." Journal SOGC 20, no. 11 (October 1998): 1043–45. http://dx.doi.org/10.1016/s0849-5831(98)80017-7.

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45

Keey, R. B. "Risk Management." Process Safety and Environmental Protection 81, no. 1 (January 2003): 31–35. http://dx.doi.org/10.1205/095758203762851967.

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46

Bartoo, G. "Risk management." IEEE Engineering in Medicine and Biology Magazine 22, no. 4 (July 2003): 166–72. http://dx.doi.org/10.1109/memb.2003.1237528.

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47

Buckle, J. "Risk management." International Journal of Aromatherapy 10, no. 1-2 (2000): 30–36. http://dx.doi.org/10.1016/s0962-4562(00)80006-5.

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48

Jorion, Philippe. "Risk Management." Annual Review of Financial Economics 2, no. 1 (December 2010): 347–65. http://dx.doi.org/10.1146/annurev-financial-073009-104045.

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49

Young, A. E. "Risk management." British Journal of Surgery 88, no. 8 (August 2001): 1027–28. http://dx.doi.org/10.1046/j.0007-1323.2001.01806.x.

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50

Smith, David. "RISK MANAGEMENT." Computer Law & Security Review 16, no. 6 (December 2000): 394–96. http://dx.doi.org/10.1016/s0267-3649(00)06006-4.

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