ABSTRACT

Managing risk in and across organizations has always been of vital importance, both for individual firms and for the globalized economy more generally. With the global financial crisis, a dramatic lesson was learnt about what happens when risk is underestimated, misinterpreted, or even overlooked. Many possible solutions have been competing for international recognition, yet, there is little empirical evidence to support the purported effectiveness of these regulations and structured control approaches, which leaves the field wide open for further interpretation and conceptual development.

This comprehensive book pulls together a team of experts from around the world in a range of key disciplines such as management, economics and accounting, to provide a comprehensive resource detailing everything that needs to be known in this emerging area. With no single text currently available, the book fills a much needed gap in our current understanding of strategic risk management, offering the potential to advance research efforts and enhance our approaches to effective risk management practices.

Edited by a globally recognized expert on strategic risk management, this book will be an essential reference for students, researchers, and professionals with an interest in risk management, strategic management and finance.

chapter |10 pages

Introduction

Strategic risk management

part I|84 pages

Risk governance perspectives

chapter 4|13 pages

The key to sustainable risk governance

Strong core values, delegation and accountability

chapter 5|12 pages

The risk management paradox

Enhanced focus on risk management seemingly doesn't pay off!

part II|104 pages

The management of strategic risk

chapter 9|18 pages

The symbiosis of failure

The strategic dynamics of risk and resilience

chapter 10|24 pages

Innovation

Managing strategic risk

part |66 pages

Corporate risk management insights

chapter 12|9 pages

The enterprise risk management (ERM) story

Experiences from Nestlé

chapter 14|12 pages

Risk taking for the modern risk leader

A fresh perspective of trust, transparency, and social media

part |58 pages

Other aspects of strategic risk management

chapter 25|10 pages

Enterprise risk management

The need for distinguishing between task risk and enterprise risk management

chapter 28|14 pages

Aggregating predictions of operational uncertainties from the frontline

A new proactive risk management practice