Trust and the Jews of Sijilmassa in Mallorca, 1240–1256

Introduction. The study found that іn modern conditions, the study of organizational and resource provision of the mechanism of innovative risk management of enterprises of the oil and fat industry of Ukraine – an urgent problem, the solution of which will ensure effective risk management of enterprises of the oil and fat industry. The analysis of publications on the problems of forming the enterprise management mechanism showed that the mechanism of innovative risk management (MIRM) of oil and fat enterprises of Ukraine needs proper coverage as a necessary component of the enterprise management mechanism. Therefore, we believe that we should focus on the study of this problem. The purpose of the paper is to study and develop organizational and resource provision of the mechanism of innovative risk management of processing enterprises. Results. The organizational and resource provision of the mechanism of innovative risk management (MIRM) in the management system of the oil and fat industry of Ukraine and the analysis of its main components are offered. Issues of risk management of processing enterprises should be in the competence of highly qualified risk management specialists with professional education, practical experience in risk management in industrial enterprises and the desire for lifelong learning using both electronic corporate educational resources and training, seminars, conferences. To attract them, a system of motivation of professional risk managers should be developed, which will include material and moral incentives for risk management specialists, social programs and the provision of opportunities for lifelong learning at the expense of processing enterprises. Conclusions. Improved scientific and methodological approach to the implementation of the mechanism of innovative risk management of processing enterprises based on the use of organizational and resource support and includes organizational and managerial, personnel, financial, information-analytical, material-technical (software), documentation and legal support to improve management efficiency risks of processing enterprises.

The article examines the current challenges and risks faced by Ukrainian enterprises in the context of digitalization and external environmental uncertainty. The article aims to substantiate the organizational and economic mechanism for managing enterprise risks in the conditions of digitalization. This study highlights risks related to cybersecurity, technological changes, the impact of military actions, market competition, and more. The research justifies the need to create an effective risk management mechanism to ensure enterprises’ sustainable development and adaptation to the challenges of the modern economy and digitalization. An analysis of contemporary approaches to defining the concepts of “risk” and “risk management,” presented in domestic and foreign sources, has revealed the key elements of risk management mechanisms. It was found that the concept of “risk” is characterized by critical aspects such as probability, negative consequences in the form of losses, potential positive outcomes, and benefits. In contrast, risk management should be viewed as preventing unforeseen events in the company’s operations, ensuring continuous control, and mitigating consequences when they occur. It is substantiated that the risk management process is continuous and systematic and includes monitoring and assessing risks at all levels of enterprise activity. The study presents an organizational and economic mechanism for risk management in enterprises under digitalization conditions, which, unlike existing models, considers the digitalization of economic processes in the enterprise, covers critical components such as personnel, legal, informational and digital, analytical, organizational, financial, and investment support, and is multi-component, systematic, and governed by its principles. The mechanism’s practical value lies in the effective interaction of its elements, which allows enterprises to identify and minimize risks promptly, maintain stability, and promote sustainable development. The research revealed the importance of integrating digital tools into the risk management process, which enhances decision-making efficiency and minimizes negative consequences. Keywords: risk, risk management, organizational and economic mechanism of risk management, risk management, digitalization of the economy, cyber risks.

The purpose of the article is the theoretical substantiation and development of scientific and methodological provisions for improving the organizational and economic mechanism of project risk management in IT companies, taking into account the specifics of their activities. To achieve the goal of the research, the methods of analysis, synthesis, comparison, classification, expert survey, statistical analysis, structural and logical generalization were used. The article provides a statistical analysis of the dynamics of spending on the IT sector in the world; volume of export and import of computer and information services in the structure of foreign trade in services in Ukraine. Scientific views on the definition of the concepts «management mechanism», «organizational mechanism», «economic mechanism», «organizational and economic mechanism» have been analysed and summarized. The author’s interpretation of the term «organizational and economic mechanism of project risk management» is given as a set of principles, functions, methods, digital tools, technical means, software, aimed at minimizing project risks, reducing the level of costs for organizing customer service processes of IT companies, increasing quality provided computer and information services. The structure of the organizational and economic mechanism of project risk management in the management system of the IT company was built, which includes three blocks: the formation of the organizational and economic mechanism; functioning of the organizational and economic mechanism of project risk management and integration into the management system; evaluating the effectiveness of the implementation of the organizational and economic mechanism and determining the prospects for the development of the project risk management system in the IT company. An algorithm for implementing the organizational and economic mechanism of project risk management in the management system of an IT company is proposed.

This re-titled and extensively revised book builds on the success of an established classic text. It also builds on more than thirty five years of successful consulting practice, addressing practical situations that range from major offshore oil development projects to projects limited to replacing a domestic bathroom floor covering. It synthesises this practical experience with a very broad relevant literature. The target audience includes board level senior managers responsible for project, programme and project portfolio aspects of corporate policy, and their integration with corporate strategy and operations. It includes those charged with implementing projects at all levels, including uncertainty, opportunity and risk management professionals. And it includes aspiring members of these groups. It shows why current project risk management practice, and related enterprise risk management practice, starts in the wrong place, pursues an inappropriate set of goals, uses the wrong tools, and fails to deliver what is needed. This book goes beyond current project risk management orthodoxy in a number of ways. One is the use of an ‘uncertainty management’ perspective which transforms the scope of opportunities to enhance corporate performance, a central theme. A second is a ‘whole asset lifecycle’ perspective on all aspects of change management. A third is a holistic integration of quantitative and qualitative uncertainty management processes which clarify opportunity and risk recognising the subjective issues involved. A fourth is showing how uncertainty management and the rest of project management can be integrated, and all aspects of corporate uncertainty, opportunity and risk management can be integrated. It shows how surprisingly simple approaches can lead to surprisingly powerful insights and results – used in the right place. It also shows why some impressively sophisticated and costly approaches involving common practice tools can create confusion and divert management effort away from what really matters. Uncertainty management as described in this book is a process driven approach using concepts and tools which replace many common practice risk management ideas. They can be used to make better decisions with less cost, realising more opportunities for less effort, and taking less risk for more reward, to transform corporate performance

Social relationships play an important role in organizational entrepreneurship. They are crucial to entrepreneurs' decisions because, despite the bleeding-edge technological advancements observed nowadays, entrepreneurs as human beings will always strive to be social. During the COVID-19 pandemic many companies moved activities into the virtual world and as a result offline Social relationships became rarer, but as it turns out, even more valuable, likewise, the inter-organizational cooperation enabling many companies to survive. This chapter aims to develop knowledge about entrepreneurs' SR and their links with inter-organizational cooperation. The results of an integrative systematic literature review show that the concept of Social relationships, although often investigated, lacks a clear definition, conceptualization, and operationalization. This chapter revealed a great diversity of definitions for Social relationships, including different scopes of meaning and levels of analysis. The authors

Purpose of research is to influence prompt decision-making on the financial market in case of risk management of the bank. The banking sector is usually undergoing a serious reform phase. Investigating the bank's risk management basics using modern approaches to risk assessment and management in banking. The bank's risk leads to the loss of credit institutions and deterioration of liquidity, due to adverse events occurring, depending on internal and external factors. The article discusses the organization of the bank risk management system, methods of risk management, quantitative and qualitative risk assessment. Banks use various methods to reduce their risk. The main types of risks, risk management system, ways of managing bank risks and ways to reduce them were considered. Quality of the bank's management, especially the risk management process, are the key factors that ensure stability and security of banks and the banking system as a whole. Common methods of scientific research have been developed. It is necessary to pay special attention to the risks of banks on the financial market. The deterioration of the situation in the financial market was associated with problems accumulated over many years, and some problems were solved, which in turn led to risks. The structure of the bank's risk management mechanism is presented, the characteristics of its elements are identified and the key objectives of the management mechanism are identified. In the study, all banks in the financial market were analyzed using the models in Gretl, with the major risk factors being analyzed. The mechanism of risk protection of banks consists of current methods of risk management and methods of its reduction. The roles, responsibilities and powers of regulatory bodies in the creation of an effective system of legal norms regulating the peculiarities of the risks taken by the bank are risk management as an element of the internal control system of banks. In the conditions of instability of the modern economy, the banking market can not be risky. The risk is in any bank activity, but it can be at different levels. In addition, the current risk management is to monitor important indicators and timely adopt operative decisions on banking transactions.

The author has analyzed the sense and support of a mechanism of industrial enterprise financial risk management, taking into account a dynamically changeable economic environment. The article contains the main approaches to methodical support of financial risk assessment on the basis of quantitative methods. The author has determined that formation of the mechanism of industrial enterprise financial risk management is complicated by a very considerable amount of different forms of risks emerging in the process of daily activities of enterprises and a considerable amount of forms of financial risks. Moreover, it is worth taking into consideration that there are a significant amount of methods and ways of the assessment of risks, types of organizing functioning of the economic and financial mechanism for risk management at enterprises, and ways of prevention, counteraction, and minimization of risks. Furthermore, financial risk management is complicated by necessity of choice of the most appropriate instruments for assessment of their level and the choice of methods of financial risk management. Under contemporary conditions of a lack of financial resources, issues of computation of precise amounts of industrial enterprise protection from financial risks and prior directions of formation of the financial risk management single mechanism assume great importance. The choice of an appropriate economic and mathematical policy of formation of the financial risk management single mechanism enables to considerably decrease financial risks without great additional expenses. Hence, the article has substantiated a severe need for development of methods of implementation of the financial and economic mechanism at industrial enterprises under conditions of existence of financial risks in the context of providing effective management. Particularly, some aspects of the financial risk theory are insufficiently examined nowadays; a system of industrial enterprise risk classification is not precisely substantiated; there are significant weaknesses of the quantitative assessment of enterprise financial risks. There is a need to focus on the necessity of mathematical substantiation of the main directions of application and an extent of usage of some instruments of the financial risk management single mechanism. In general, financial risk management for industrial enterprises contains a considerable number of insufficiently researched aspects. Under conditions of the contemporary unstable economic situation, industrial enterprises must use a low-cost and highly efficient system of financial risk management. The above-mentioned reasons have stipulated the preparation of this article. In addition, this article proposes methodical recommendations regarding decrease of financial risk levels, formation of an industrial enterprise management system with the account of economic risks, directions and mechanisms of industrial enterprise riskmanagement integration.

The mechanism of fire risk management at the place for assemblage of people was developed. It is established that individual fire risk human deaths from fire exceeds the permissible value, therefore the additional fire prevention measures at improving the safe operation of the facility have been developed. It is shown that risks of people death on facilities of for assemblage of people largely depend on the duration of limit-permissible values of fire hazards that prevent safe evacuation of people. Practical using of the proposed mechanism of risk management allows to reduce the level of danger to people at operation of place for assemblage of people.

This study assessed the disaster risk reduction and management mechanisms of schools in the province of Bukidnon, analyzed the adequacy and gaps of the disaster risk reduction and management mechanisms implemented in schools, and proposed a model of school-based disaster risk reduction and management network. The findings showed that the five priority actions established by the Hyogo Framework for Action on which the Department of Education Manual was anchored were not substantially achieved. Moreover, the DRRM mechanisms on disaster prevention, disaster mitigation, and disaster preparedness were fairly adequate, while disaster preparedness was somewhat adequate. Based on the findings, an integrated model of school-based disaster risk reduction and management (SBDRRM) network of vulnerable communities was proposed emphasizing a bottom-up approach, three-focal point system representing the susceptible areas under the school divisions of Bukidnon, Malaybalay and Valencia, multisectoral collaboration, and inclusion of DRRM in school curricula.

Decentralized disaster risk governance has gained significant attention with the rising rate of global urban development today. Although scholarly debate/interest in this subject has grown, a comprehensive assessment of its efficiency is still rare. This paper attempts to fill this gap through a critical analysis of decentralisation as a response mechanism for disaster risk management in Bamenda in a bid to enshrine sustained solutions into concrete policy options. Using primary data (field observations, interviews, on-the-spot-appraisals) and secondary data (published/unpublished works and internet sources) sources through the descriptive and analytical methods of investigation, the findings unknots the fact that the intrinsic physical setting of Bamenda exhibited through its precarious geologic structure, undulating topography and extremely steep slopes are omni-inviting for a plethora of adverse environmental imprints. Contrary to these challenges, the urban development process in Bamenda has disregarded its natural setting as unplanned development through the anthropisation of slopes and wetlands is a common idiosyncrasy. Given this current state of affairs, however, the effectiveness of decentralization as a response mechanism for disaster risk management leaves much to be desired. This missing link is beset and partly catalyzed by deep institutional and regulatory lapses in the manifestation of decentralisation, ineffective and inconsistent management capacities, poor policy implementation and enforcement mechanisms relating to town planning instruments, bureaucracy and clientelistic practices. These speed breaks have rendered decentralisation as a response mechanism for disaster risk management largely ineffective in Bamenda. The paper suggests the need for the fortification of the capacities of workers in decentralized institutions, the need for the central government to devolve effective powers to local governments for disaster risk management, the need for greater financial autonomy and for the introduction of checks and balances to prevent the misuse of powers to achieve personal gains.

Purpose– The purpose of this paper is to bring to light the risk management practices adopted by financial firms in the small island state of Malta. It seeks to: first, identify the risk management strategies and mechanisms that these firms adopt to manage risks, maximise opportunities, and maintain financial stability; second, determine whether these practices are perceived as contributing to principled performance; third, examine the extent to which risk management capabilities offer competitive advantage to firms, and fourth, investigate whether corporate social responsibility (CSR) is a key driver of risk management corporate strategies.Design/methodology/approach– A self-administered questionnaire purposely designed for the present study was distributed among the 156 credit institutions, investment firms and financial institutions registered with the Malta Financial Services Authority. Overall, 141 firms participated in the study (a response rate of 90.4 per cent) and the responses were subjected to statistical analysis in an attempt to answer four research questions.Findings– Maltese financial firms have sound risk management practices that link positively with added value and principled performance. Although competitive advantage has been given less weight by these firms, the implemented risk management mechanisms allow for a strong risk culture, defined risk management goals, accountability and continual improvement. CSR forms part of the firms’ risk management corporate strategies and is valued as part of these firms’ corporate culture, while financial/economic factors are viewed as key in driving effective risk management principles.Originality/value– The study provides empirical evidence that securing “best practice” in firms’ risk management corporate culture is seen as better predicated on maximising financial advantage (“the instrumental driver”) rather than simply reflecting externally imposed standards (“the compliance driver”).

Аnalyzes publications on risk management at an enterprise and the need to create or improve an enterprise management mechanism by introducing a risk management mechanism. The efficiency of the functioning of the risk management system of a private company with foreign investments of the Dnipropetrovsk Oil Extraction Plant (PJSC II "DMEZ") was assessed. analysis of NPV in general for all areas of the enterprise's activities, taking into account its change depending on the functioning of the mechanism of innovative risk management.In the event of a negative value of Y, which indicates the insufficient effectiveness of risk management measures of Ukrainian processing enterprises, enterprises should carefully analyze the risk assessment systems in order to improve the accuracy of risk assessment and the cost of implementing risk management measures, optimize the costs of financing the system of management measures risks, enterprises should use well-known risk management tools more effectively, enterprises should monitor risk management measures once a month, adjust and control the reliability of risk assessment and the cost of implementing risk management measures, financial and investment types of risk that have more attractive conditions alternative investment should be insured with insurance companies. As an approbation of the above methodological approach to assess the effectiveness of the implementation of the mechanism of innovative risk management based on the use of the NPV factor, the corresponding calculations were performed according to formulas (5) - (12) for eleven analyzed processing enterprises of the fat and oil industry in Ukraine. It is concluded that the introduction of an innovative risk management mechanism can lead to a decrease in the integral risk by 2-3%.

China is in the key phase which emphasizes emergency management construction and management and it is meaningful to enhance the research on the innovation of emergency mechanism. Based on new analysis and definition of the implication and systematic framework constitution of emergency management mechanism, and combined with the current practical condition of emergency management work in china, innovation analysis focused on five critical weak points, such as risk management and insurance mechanism, information management mechanism, information publication and public opinion intervention mechanism, interest appeal mechanism, supervisory evaluation and accountability mechanism, which must be set up and improved urgently during the construction process of emergency management mechanism.

With the rapid development of the global civil aviation industry, the relationship between risk management mechanisms and corporate governance performance has received increasing attention. This study investigates the relationship between risk management mechanisms and the corporate governance performance of civil aviation enterprises. In this study, literature review and case analysis prove that effective risk management can help civil aviation enterprises reduce the impact of unforeseen risks, improve the quality of decision-making, and promote the improvement of corporate governance structure. Additionally, good corporate governance and performance benefit risk management and guide decision-making, giving implementation discipline for risk monitoring. The findings indicate that developing a scientific and systematic risk management system alongside an effective corporate governance structure is crucial for enhancing the core competitiveness of the civil aviation sector. This paper puts forward some management suggestions to assist civil aviation in optimizing the existing risk management mechanism and corporate governance model and address the problems in increasingly complex and changeable market environments.

The article deals with the main mechanisms of management of storage logistics of AIC at the national level. The system of AIC warehouse management logistics contains five main mechanisms: the organizational mechanism of warehouse management, the mechanism of financial flows management, the mechanism of management of information flows, the mechanism of controlling the processes of storage and the mechanism of risk management. An effective mechanism of warehouse logistics management is introduced. It requires a comprehensive conceptual and methodical approach to its evaluation. In the developed method, based on the system characteristics of the warehouse operation, account was taken: the policy of their use, the coordination and administration of flows, the impact of warehousing risks on economic activity. The analysis of the peculiarities of activity of agroindustrial enterprises, operating on the principles of logistic approach, is carried out, form integrated internal relations between raw material producers and their processors. The developed mechanisms of warehouse logistics management, together with mathematical calculations, create a synergistic effect from their implementation. Further research in this area will make it possible to improve the processes of managing logistics flows at enterprises.