Escala de pontuação da empresa de gado no seguro de vida animal na Turquia: um estudo de validade e confiabilidade

PurposeThe purpose of this paper is to investigate the financial well-being of often-neglected group in the society. The authors examined the role of risk management and social capital in the financial well-being of the retirees in Nigeria.Design/methodology/approachA quantitative method of research is used with a six-point Likert scale questionnaire. A survey was conducted to 376 retirees from public organizations to determine the perception of their financial well-being in post-retirement era. The sample population is selected using the simple random sampling technique. An exploratory factor analysis, confirmatory factor analysis and structural equation modeling are used to analyze the data.FindingsThe results indicate that both risk management and social capital are significant predictors of retirees’ financial well-being in the Nigeria context. All respondents have a good education background.Research limitations/implicationsThis study focused on retirees who have worked in public organizations in Nigeria. Thus, it is likely that the results may not be generalized to other settings. The results show that to promote financial well-being among retirees, the focus should be put mainly on individual risk management and maintaining good social capital.Originality/valueThe present study is first of its kind that focuses on contributory role of risk management and social capital in influencing the financial well-being of retirees in Nigeria. Findings make a novel contribution to retirees’ financial well-being literature by clarifying the significant role played by risk management and social capital in promoting the financial well-being of retirees in a developing country, specifically in Nigeria.

Roles of hospital risk managers have grown over the last 30 years. Once largely focused on hospital liability risk management, risk managers today have a broader set of enterprise risk management responsibilities. The following commentary about a surprise billing case considers roles of risk managers in promoting cost and price transparency.

The purpose of this literature research is to help hypotheses for future authors in determining research related to risk management. Research articles on the role of organizational culture, market competition, mitigation strategies and information systems on risk management are scientific literature articles within the scope of risk management. The approach used in this literature review research is descriptive qualitative. The data collection technique is to use literature studies or review relevant previous articles. The data used in this descriptive qualitative approach comes from previous research relevant to this research and sourced from academic online media such as Thomson Reuters Journals, Springer, Taylor & Francis, Scopus Emerald, Elsevier, Sage, Springer, Web of Science, Sinta Journals, DOAJ, EBSCO, Google Scholar and digital reference books. In previous studies, 1 relevant previous article was used to review each independent variable. The results of this literature review article are: 1) Organizational Culture plays a role in Risk Management; 2) Market Competition plays a role in Risk Management; 3) Mitigation Strategies play a role in Risk Management; and 4) Information Systems play a role in Risk Management.

PurposeThe objective of this research is to investigate the impact of offering product-linked services on the effectiveness of risk management and, subsequently, on financial performance.Design/methodology/approachThe investigation is based on an empirical analysis employing structural equation modeling (SEM) and cross-industry and multi-country survey data of 307 companies. The theorization is guided by the information processing theory (IPT).FindingsConsidering the basic and advanced classification of services, the analysis suggests that only the provision of advanced services influences the effectiveness of risk management. Specifically, the provision of advanced services strengthens the preventive dimension of risk management. Surprisingly, the analysis reveals a negative direct impact of preventive risk management on financial performance. Preventive risk management, however, indirectly enhances financial performance by supporting reactive risk management.Practical implicationsFor practitioners, the research suggests a positive impact of servitization in a long term rather than in form of instant financial benefits. The research attempts to highlight the specific role of supply chain risk management (SCRM) through which servitization has a positive impact on financial performance.Originality/valueAlthough there are assumptions about both reduction and increase in risk when manufacturers offer services, the extant literature lacks an empirical investigation on the association between servitization and the effectiveness of risk management. This study addresses the stated gap and offers novel insights into the role of SCRM in the performance consequences of servitization.

This research seeks to unravel the influence of digital finance on the performance of emerging ventures and delve into the moderating roles of risk management and entrepreneurial finance in shaping this dynamic relationship. This study tried to answer the question if digital finance plays a role in enhancing the performance of new ventures and whether entrepreneurial finance and risk management moderate this relation. The data used in our study is primary data, collected directly from the respondents through a structured questionnaire using convenience sampling techniques. The sampling unit were managers, owners, and employees of new ventures. The sample size was 370 individuals. A partial least square tool is used to analyze the data. Confirmatory factor analysis is conducted in which reliability and validity are examined by composite reliability, Cronbach alpha, AVE, and discriminant validity were measured using heterotrait-monotrait ratio. PLS structural model was used to investigate the relationship between variables. The study outcomes unveiled a noteworthy positive correlation between digital finance and the performance of new ventures. Additionally, a significant and positive association between entrepreneurial finance and new venture performance emerged, while an analogous positive relationship between risk management and new venture performance was also evident upon data analysis. Furthermore, risk management and entrepreneurial finance also play a moderating role between new venture performance and digital finance. This study will contribute to filling the gap in the literature and will help the researchers, teachers, students, and practitioners to better understand the direct impact of digital finance, entrepreneurial finance, and risk management and moderating effect of entrepreneurial finance and risk management on new venture performance. Practical implications of the study are that the study will help practitioners of newly initiated businesses to place importance on implementing each of the variables while running the business. The higher success rate of new ventures will motivate more people to start a new business and help to improve the economy. The cross-sectional design of the study, coupled with the utilization of a convenient sampling technique and a restricted sample size, introduces certain constraints and limitations to our research.

Inside companies that produce significant risks, risk managers play a key role. They manage the connection between the risk regulation regime, which stresses public values, and the company, which pursues a broader array of organisational goals. This makes the role of risk managers ambivalent. To better understand this ambivalence and identify the means, motives and strategies that risk managers employ in response to this ambivalence, this article conducts a concise review of (classic) organisation and regulatory literature. Based on this review, we propose a typology that distinguishes four roles of risk managers: risk managers as supporting staff; risk managers as professionals; risk managers as boundary spanners; and risk managers as agents in regulatory communities. Each type subsequently describes how risk managers employ different strategies in their attempt to connect the risk regulation regime and the company, ie translating policies to practices, tailoring policies to practices, explaining and framing policies and practices, and (re)interpreting policies and practices together with regulators. The typology enables researchers and practioners to emphasise and more thoroughly analyse the variety and complexity of risk managers’ work, and can help regulators to broaden and fine-tune their strategies to improve connections with the various roles of risk managers.

The study aimed at identifying the role and importance of risk management in enhancing and managing the strategic and dynamic marketing decisions that relate to strategic problems of multi-dimensions and of great depth and complexity. This kind of decision requires in-depth research of the risks and the capacity for future analysis and discussions, which deal with all hypotheses and possibilities. Thus, the decision makers are critical resource for the company. Thus, it is necessary to stress on the importance of studying risk management and its role in enhancing the strategic marketing decision-making process, which is considered a way for companies to drive the future, which is the center of this study. In order to achieve the objectives of this study, a questionnaire was designed and distributed in person on a sample of managers of industrial companies in the Jordanian private sector.45 out of 65 distributed questionnaires were found to be valid. The data were statistically analyzed and the results showed that the strategic marketing decision makers in the industrial company realize the importance of risk management and employ it in the process of strategic marketing decision-making. However, the actual management or perfect investment of risk management in the industrial sector is still limited due to the existence of obstacles and limitations concerning managers and leaders and the available technical, information and material capabilities.

Bu çalışmanın amacı, depreme yönelik geliştirilen komplo teorileri ile ilgili toplumun tutumunu değerlendiren bir psikometrik ölçüm aracı geliştirmektir. Bu amaç doğrultusunda 06.02.2023 tarihinde Kahramanmaraş merkezli depremlerden, dolaylı veya doğrudan etkilenen 369 kişi çalışma kapsamına dâhil edilmiştir. Katılımcılardan toplam 20 maddeden oluşan bir ölçek ve demografik bilgilere yönelik anketi içeren bir veri toplama aracı yoluyla veriler toplanmıştır. Katılımcılar demografik veriler açısından ele alındığında 369 katılımcının 245’inin kadın (%66.4), 124’ünün erkek (33.6) olduğu tespit edilmiştir. Yaş açısından en çok katılımcının 18-22 yaş (n:181, %49.1) aralığında olduğu tespit edilmiştir. Katılımcılar eğitim seviyesi açısından incelendiğinde ise en çok katılımcının Yüksekokul ve altındaki (n:170, %46,1) bir eğitim seviyesine sahip olduğu tespit edilmiştir. Veriler toplandıktan sonra açıklayıcı ve doğrulayıcı faktör analizine tabii tutulmuştur. Açıklayıcı faktör analizi IBM SPSS, doğrulayıcı faktör analizi ise IBM AMOS paket programıyla gerçekleştirilmiştir. Açıklayıcı faktör analizi sonucunda 20 ifadeyi içeren 2 faktör bulunmuştur. Faktörlere altında toplanan ifadeleri en iyi açıklayacak şekilde “yapay yöntem” ve “uluslararası güçler” isimleri verilmiştir. Yapay yöntem faktörü 5, uluslararası güçler faktörü ise 15 ifadeden oluşmaktadır. Çalışma kapsamında geliştirilen ölçeğin açıklanan varyans oranı 70.736 (%70.736)’dır. Ayrıca Bartlett testinin sonucu p

This study investigates the challenges facing the internal audit function in Microfinance banks and how such challenges can be ameliorated to enable it play a more effective role in risk management. A survey research design was adopted for this study. Our population consists of 72 micro finance banks operating in Anambra State,South-East, Nigeria. A sample of 18 banks was selected for the study. The instrument of data collection was a structured questionnaire served on 135 employees of the banks. Descriptive statistics were used to analyse the responses. Our findings include that lack of access to relevant information constitute the greatest set back to internal auditors in their role in risk management. Lack of adequate training was also another major impediment. We recommend unfettered access to information, constant training and retraining for internal audit staff and demarcation of clear lines of responsibility, and reporting to top management by the internal audit.

Objective of work: Present the nature and characteristics of approaches to the place and role of risk management in the design and implementation of enterprise management decisions, as well as the effectiveness of this approach. The degree of scientific elaboration of the problem. Theoretical, methodological and methodological issues of risk management are reflected in the writings of many specialists, including: V. A. Akimova, A. G. Badalova, K. V. Baldin, T, Barton, S. W. Valditsev, M. B. Gracheva, G. B. Kleiner, N. Taleb, M. G. Laposta, F. H. Nayta, V. L. Tambovtsev, T. Flynn, B. Hedges, D. Hubbard and others. Research Methodology: methods such as system approach, logical analysis, and synthesis, abstraction, sociological survey, method of expert assessments were applied. Results of the research. Fragmented and inclusive approaches have been identified. It was noted that in a fragmented approach, risk management was seen as a complementary, discrete process. Due to a number of drawbacks, the use of a fragmented approach can lead to significant losses for enterprises. Within the framework of an inclusive approach, risk management is the main process, along with others, of developing and implementing management decisions. In doing so, risk managers are involved as deeply in decision-making as possible, starting with the first stage of decision-making. Conclusion: Identified approaches differ in the place and role of risk management in the design and implementation of enterprise management decisions. A fragmented approach is traditional for many businesses, requiring less attention from top management and implementation costs. At the same time, it is less effective. An inclusive approach is more costly, but significantly improves the quality and effectiveness of management decisions.

Most risk management research focuses on owner/operators and regulators, and ignores other actors. Preventing major accidents in the offshore oil and gas sector is a key responsibility of the companies that own and operate the infrastructure. Regulatory oversight of their activities comes in the form of industry-specific goal-based regulation administered by a specialist regulatory agency. In this paper we focus on a third actor in the system – the consultants who provide specialist services regarding safety and risk.Our study draws on interviews with experienced consultants in the Norwegian oil and gas sector (n = 11, average experience 20+ years). Power’s concept of riskwork is used to examine how consultants interact with their clients and how they see their role in relation to risk management. The analysis shows that the role of experienced consultants goes well beyond metaphor of the fox guarding the hen house. Rather, consultants contribute to regulatory compliance on the part of their clients but, further, they try to positively influence decision makers beyond simple compliance in order to promote what they believe to be the best safety decision making.The paper argues that consultants’ role in the system is under examined and under theorized. Alongside earlier research, our study indicates that consultants play a big role in risk management, which should be both recognized and scrutinized.

This study aims to evaluate the role of Government Internal Supervisory Apparatus in risk management at the Inspectorate of Ministry X, in accordance with applicable regulations. This research was conducted at Inspectorate of Ministry X, with a qualitative method through a case study approach. The data collection methods adopted in this study include document analysis, survey, and interviews. The results showed that The Inspectorate of the Ministry of X as Government Internal Supervisory Apparatus has not carried out its core role in implementing Enterprise Risk Management in accordance with the Institute of Internal Auditors Position Paper: The Role of Internal Auditing in Enterprise-Wide Risk Management. Core roles relate to providing objective assurance on the appropriateness and effectiveness of risk management. Other additional roles that may be carried out with adequate consideration have also not been fully implemented such as maintaining and developing the Enterprise Risk Management framework; devepoling risk management strategy for Board approval; and consolidated reporting on risk. While the roles that are not allowed to be carried out in Enterprise Risk Management are not carried out by internal auditors to maintain objectivity and independence when providing assurance services and consulting services. This research is expected to be an input to analyze the role of Government Internal Supervisory Apparatus in risk management at the Ministry of X. For other Government Agencies, this research is expected to be a reference for evaluating the appropriateness of Government Internal Supervisory Apparatus's role in risk management. For academics, the results of this study are expected to be used in subsequent studies to add insight and additional sources of information in conducting further research with a similar theme. This research has not conducted benchmarking with other government agency internal auditors regarding best practices in implementing Government Internal Supervisory Apparatus's role in risk management.

Risk management departments in financial institutions have been undergoing major transformations. New regulatory requirements have raised the bar on compliance and expanded the remit of risk management significantly. The compliance imperative requires banks to implement a firm-wide risk management framework complete with analytical models for the measurement and control of quantifiable risks. In addition, recent corporate governance guidelines advocate the 'business partner' role of risk management. The COSO Enterprise Risk Management framework (2004) explicitly defines risk management as a high-level strategic activity, contributing to board-level decision making, planning and performance management. This role requires that senior risk officers possess an understanding of key strategic uncertainties, and that they communicate these to senior management and the business lines. But how do senior risk officers strike a balance between the twin roles of compliance champion and business partner? Too much reliance on the regulatory crutch may erode the credibility of the risk function as a business partner, while too much emphasis on the business advisory function might weaken its policing capability. In this paper, I assess the roles that risk functions and, in particular, senior risk officers play in fifteen international banks. Because the research was carried out between June 2006 and June 2007, it offers a rare snapshot of the 'calm before the storm' - the state of risk management at fifteen large players before the liquidity and credit crunch became apparent in the second half of 2007. The findings suggest that the role of chief risk officers (CROs) had expanded dramatically, with more than half of them frequently involved in firm-level strategic decisions. However, various compliance and risk modeling initiatives were still works-in-progress in the majority of these large international banks at the onset of the market turmoil. CROs voiced divergent views on the uses, benefits and limitations of risk models, suggesting that they promoted different 'calculative cultures' (quantitative enthusiasm versus quantitative skepticism). Strategically involved CROs therefore interpreted the business-partner role of their function in different ways. Some risk functions aspired for an influential expert voice in key business decisions (the risk function as strategic advisor), while others strived for the formal integration of risk management with performance management (the risk function as strategic controller). The achievement of the Strategic Advisor role in some banks and the Strategic Controller role in others, calls for a clarification of stakeholder expectations on risk management. This would reduce the danger of an expectations gap opening around particular risk management approaches that are adequate for certain banks but ill-suited for others.

Financial institutions have always been tasked with mitigating risks due to their role in financial markets. Risk management is a fundamental component of financial intermediation, which since the late 1970s has become more structured, demanding more sophisticated tools and techniques and requiring Chief Risk Officers (CRO) to possess advanced technical skills, particularly in the hard sciences. Nevertheless, technical skills are not the sole expertise required nowadays; the participation of risk managers in strategic meetings calls for negotiation skills to interact with those responsible for drafting the business plan, typically the Chief Financial Officer (CFO), and communication skills to connect with board members who set the strategic direction. While negotiation can be mediated through the General Manager (GM) or the Chief Executive Officer (CEO), communication with the board is direct and immediate. Traditionally, effective communication is not generally regarded as a typical quality of financial risk managers, since this is a substantially different skill from the technical expertise needed. Regulators require that banks implement company-wide risk management frameworks with the use of analytical models for the measurement and control of quantifiable risks. In addition, corporate governance guidelines advocate for the ‘business partner’ role in risk management. The question is: how do risk officers balance their dual role as a ‘compliance champion’ and a ‘business partner’? Effective communication may provide a solution. This paper outlines the goals and tools for effective communication for risk management to enable sound decision making and thereby counteract the group thinking that may lead to poor decisions, often resulting in an imbalance between risk taking and control that can undermine the operational resilience of banks.

The present study aimed to develop a golf stress scale taking into account the implementation stage and the maintenance stage that the trans-theoretical model proposes to complement such limitation. Population was selected from ordinary people playing golf as of 2015 and the purposeful sampling method was carried out on the users of 8 golf driving ranges in the areas of Seoul, Inchoen, Gyeonggido Province, and Chungcheongnamdo Province to analyze a total of 499 persons including 208 people at implementation stage and 291 at maintenance stage. In order to explore the structure of factors of golf stress that golf participants perceive, exploratory factor analysis and confirmatory factor analysis were carried out on 208 at implementation stage and 291 at maintenance stage. Results of the study are as follows: First, golf stress scale at the implementation stage was shown to have met the evidence of construct validity based on exploratory factor analysis and confirmatory factor analysis. A total of 20 items of 4 factors were drawn including “performance dissatisfaction” consisting of movement, technique, performance, risk management, and practice; “economic burden” consisting of money, economic issues; “rudeness of companion” consisting of stress factors arising from the relationship with companion; “awareness of other people” reflecting shame about the gaze and awareness of other people. Second, the golf stress scale at the maintenance stage met the evidence for construct validity based on exploratory factor analysis and confirmatory factor analysis. A total of 15 items of 3 factors were drawn including “performance dissatisfaction” consisting of movement, technique, performance, risk management, and practice; “rudeness of companion” consisting of stress factors arising form the relationship with companion; “physical limitations” consisting of stress arising from physical conditions, physical fitness, and injury.