Risk management versus operational action: Basel II in a Swedish context

Wahlström, Gunnar

doi:10.1016/j.mar.2008.10.002

Cited by 54 publications

(100 citation statements)

References 69 publications

(180 reference statements)

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“…Others use ordinal scales ranging from, 'no plans exist to implement ERM' to 'complete ERM is in place' to capture applied ERM approaches (Beasley et al, 2005;Paape and Speklé, 2012). While this research addresses neither the particularities of applied ERM approaches nor differences in approaches, it does demonstrate an increasing interest in analysing how ERM is applied in practice (Mikes, 2009;Wahlström, 2009). In addition to this analysis, two other streams are evident: the first, seeking to identify the advantages of ERM (Gordon et al, 2009, Hoyt andLiebenberg, 2011), and the second, exploring the preconditions for ERM implementation (Beasley et al, 2005;Pagach and Warr, 2011).…”

Section: Entrepreneurship Risk Managementmentioning

confidence: 98%

Enterprise risk management in SMEs: Towards a structural model

Brustbauer

2014

International Small Business Journal: Researching Entrepreneurs

214

135

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This article analyses enterprise risk management (ERM) in small and medium-sized enterprises (SMEs) by developing a structural model based on a survey questionnaire. Preconditions for ERM implementation, applied ERM approaches and their effects on strategic orientation are derived. The results suggest that SMEs follow either an active or a passive ERM approach, which affects their strategic orientation; a passive approach results in a defensive strategy and an active approach, an offensive strategy. Firm size, sector affiliation and ownership structure influence the implementation of ERM. The applied conceptualization of ERM may help SMEs adjust to a changing environment to gain strategic advantage thus, increasing competitiveness and business success.

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Section: Entrepreneurship Risk Managementmentioning

confidence: 98%

Enterprise risk management in SMEs: Towards a structural model

Brustbauer

2014

International Small Business Journal: Researching Entrepreneurs

214

135

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“…Crouhy et al, 2000;Langfield-Smith, 2008;Stulz, 1996), little attention has been paid to the actual management of risk and the effects of risk management in organizations. Indeed, with a few exceptions (Arena, Arnaboldi, & Azzone, 2010;Bhimani, 2009;Collier and Berry (2002) ;Mikes, 2009Mikes, , 2011Power et al, 2009;Scheytt, Soin, Sahlin-Andersson, & Power, 2006;Wahlström, 2009 andWoods (2009), we have relatively little understanding about the (complex) interrelation between risk, risk management and management accounting and control practices. Furthermore, the discourse of risk and the way it is managed is not always a feature of the wider management control framework in organizations.…”

mentioning

confidence: 99%

Risk and risk management in management accounting and control

Soin

Collier

2013

Management Accounting Research

141

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Abstract:Recent world events, most notably the global financial crisis, have refocused and intensified interest on risk and the nature of systems that operate to manage risk. One area that has received relatively little attention is the interrelation between risk, risk management and management accounting and control practices. This editorial provides an introduction to the special issue of the journal on "Risk and Risk Management in Management Accounting and Control". It argues that risk and the way it is managed has become a feature of organizational life in both the public and private sectors. By changing organizational practices risk management can facilitate and legitimise certain ways of organizing. It has the potential to change lines of responsibility and accountability in organizations, representing a particular way of governing individuals and activities. The argument is further made that risk management has moved away from being an issue of narrow concern to finance (value at risk, derivatives, etc.) or accountants (financial statement disclosure, etc.) to an issue about management control and therefore a key area in which management accountants need to engage. This editorial also highlights the potential side-effects of risk management, including issues around trust and accountability, but also the focus on secondary or defensive risk management and the rise of reputation risk.

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“…However, the approach to such risk measurement has been criticized in the literature, raising doubts concerning the efficiencies of Basel II. Wahlström (2009) in an assignment used data from 25 semi-structured interviews with banking staff in four Swedish commercial banks and reported that Basel II is well established but there are still some concerns that this method may intentionally impact banks' activities. Although Basel II is supported by banking staff who work directly with risk measurement, the advantage of using such method is still questioned by banking staff in operations.…”

Section: Introductionmentioning

confidence: 99%

An empirical study to measure the effects of various factors on operating loss

Valahzaghard¹,

Araghi²,

Papkiyadeh³

et al. 2012

MSL

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In this paper, we present an empirical investigation to measure the effects of various factors on operating loss in one of major Iranian banks called Bank Mellat. The proposed study of this paper uses a standard questionnaire and distributes it among 57 people who are mainly in top management levels. The questions are categorized into five groups including events related to the processes and methods, events outside the organization, related events within the organization and business disruptions and system failure. The results of our survey confirm that the loss associated with events related to the processes and methods increases operating risk meaningfully, the loss associated with business disruptions and system failure increases operating risk meaningfully and the loss associated with related events within the organization increases operating risk meaningfully. However, our survey do not confirm that the loss associated with events outside the organization increase operating, risk meaningfully. Finally, the preliminary survey of our analysis shows that there is not enough evidence to believe that the effects of business disruption and internal affairs are significantly different from the other event.

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Risk management versus operational action: Basel II in a Swedish context

Cited by 54 publications

References 69 publications

Enterprise risk management in SMEs: Towards a structural model

Enterprise risk management in SMEs: Towards a structural model

Risk and risk management in management accounting and control

An empirical study to measure the effects of various factors on operating loss

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