Risk Management

Borghesi, Antonio; Gaudenzi, Barbara

doi:10.1007/978-88-470-2531-8

Cited by 11 publications

(4 citation statements)

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“…Because the risk is not bad and cannot be eliminated, and also some level of risk must be taken to progress/prevent stagnancy, universities or HEIs and their members then need to manage all the factors that increase and reduce risks so that they can pursue strategic advantage at minimum costs (Borghesi and Gaudenzi, 2013). Risk management is defined as a process aimed at an efficient balance between realizing opportunities for gains and minimizing vulnerabilities and losses.…”

Section: Risk and Risk Managementmentioning

confidence: 99%

Effect of organizational identification on organizational innovativeness in universities and higher education institutions of Iran, mediated by risk-taking capability

Khorshid

Mehdiabadi

2020

EJIM

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PurposeThis study explores the effect of organizational identification (OID) on organizational innovativeness (OINN) in universities and higher education institutions (HEIs) of Iran, mediated by organizational risk-taking capability (ORTC).Design/methodology/approachA questionnaire was designed and distributed in universities and HEIs in three geographical regions of Iran. The sample includes deans of faculties, their assistants, and heads of departments, and heads, assistants, and employees of research and education offices. The authors determined the reliability and validity of the scales and used structural equation modeling to develop the conceptual model and to test hypothesized relationships.FindingsThe results show that the OID has a positive impact on the ORTC and OINN in universities and HEIs of Iran. Furthermore, the ORTC played a partially mediating role between the OID and OINN.Research limitations/implicationsThis study can lead to a theory of the effect of the OID on the OINN in higher education (HE) system, mediated by the ORTC. It can support practitioners working in the HE system as they create a climate that welcomes uncertainties, ambiguities, failures and mistakes in a risk-taking spirit and develop an innovation culture open to new things and generate ideas. Such a culture is rooted in a distinct organizational identity. The researchers recommend that the promising results of this study be pursued in a larger sample and also in universities and HEIs of other countries.Originality/valueThis study develops an understanding of the role of the OID with the university in fostering, enhancing and embedding the ORTC into university, and as a result, promoting its innovativeness culture.

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Section: Risk and Risk Managementmentioning

confidence: 99%

Effect of organizational identification on organizational innovativeness in universities and higher education institutions of Iran, mediated by risk-taking capability

Khorshid

Mehdiabadi

2020

EJIM

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“…In an organization, the risk is a part of doing business; it is a challenge for every company. Risks can have consequences in financial, reputation, development and performance itself [1]. If an organization pays much attention to manage the risk effectively, it will help organizations to perform well in an uncertain environment.…”

Section: Introductionmentioning

confidence: 99%

IT Risk Identification and Evaluation: a Case Study on XYZ University

Albertivan¹,

Limantara²,

Rachmadiati³

et al. 2019

Int. J. Adv. Sci. Eng. Inf. Technol.

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The purpose of this paper is to demonstrate that Failure Mode Effect Analysis (FMEA) can be applied to the educational field to identify various failure modes and its potential failure effect that could occur in anytime. FMEA is widely used in a design, a manufacturing or assembly process, or a product and service for identifying all possible failures. Risk identification is part of risk management. Therefore it is a critical first step of it. This paper is a case study on XYZ University which trying to implement risk management which only focused on how to identify the risk using FMEA. FMEA needs some parameters to be defined which are severity values, the likelihood of occurrence, and detection. Risk Priority Number (RPN) is a matrix that indicates potential risk calculated by multiplying the three components, and it used to classify which should be taken care of first based on the highest RPN value. Filtering the ticketing system and mapped the incidents that happened to the current business process is how the data collected, also the interview to end user for validation. The result of this paper is astonishing because it is different from the initial expectation that business process like LMS or network facility will get the highest RPN value, but after doing all the process, it is found that telecommunication is at the top. Surely this provides a new perspective to risk management to be slicker in handling potential one.

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“…Regarding risk identification, [3], [11], [12] agree on that this is a fundamental phase and the starting point for risk management implementation. Moreover, [13] indicates that risk identification should be exhaustive because any non-identified risk will not be included in posterior risk assessment. Figure 2 shows the main risk identification techniques proposed in the literature.…”

Section: Introductionmentioning

confidence: 99%

“…The most used techniques are qualitative ones, especially checklists, interviews and questionnaires. Borghesi and Gaudenzi [13] conclude that qualitative risk measurement is preferable when risk levels are relatively low and when obtaining the information required for a quantitative analysis is expensive. Furthermore, they recommend a quantitative analysis when sufficient information about risk is available and suitable for defining probabilities and consequences, and when this information is shared between many people with different organizational functions, which means that diversity over risk perception and knowledge exists.…”

Section: Introductionmentioning

confidence: 99%

Operational supply chain risk identification and prioritization from SCOR model

Ríos¹,

Manotas-Duque²,

Gómez³

2019

IyU

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Objective: This study aims to propose a methodology that identifies and prioritizes the operational risk factors in a supply chain (SC) to provide a tool according to the process-based SC approach that is useful for risk assessment throughout the SC. Materials and methods: Risk identification was conducted by a scenario analysis, which linked the risk factors with the standard key performance indicators (KPIs) of the processes and logistics activities proposed by the supply chain operational reference model (SCORM o SCOR). These influence relationships were quantified using a proposed scale, and then, the risk factors were prioritized by the definition of their influence levels. This approach was applied to a real SC. Results and discussion: Twenty risk factors were clearly and effectively identified, analyzed and prioritized, and priority was given to those with the highest influence level, which can be understood as the risk factors that have a larger capacity to negatively affect SC performance. Conclusions: The methodology allows the identification of the most influential risk factors in a SC, and as it is based on a standard model, it fosters a collaborative analysis among its echelons. The main contributions of this paper are the risk identification by means of the KPIs of the SCOR model and the measurement of their influence levels, which is a new and useful feature for risk prioritization.

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Risk Management

Cited by 11 publications

References 0 publications

Effect of organizational identification on organizational innovativeness in universities and higher education institutions of Iran, mediated by risk-taking capability

Effect of organizational identification on organizational innovativeness in universities and higher education institutions of Iran, mediated by risk-taking capability

IT Risk Identification and Evaluation: a Case Study on XYZ University

Operational supply chain risk identification and prioritization from SCOR model

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