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dc.contributor.authorSlagmulder, Regine
dc.contributor.authorDevoldere, Bart
dc.date.accessioned2018-04-16T14:11:10Z
dc.date.available2018-04-16T14:11:10Z
dc.date.issued2018
dc.identifier.issn0007-6813
dc.identifier.doi10.1016/j.bushor.2018.05.001
dc.identifier.urihttp://hdl.handle.net/20.500.12127/5955
dc.description.abstractCompanies increasingly face the need for transformation in today’s rapidly changing business environment, characterized by major shifts in technology, regulation, and customer behavior. A lack of strategic risk insight and foresight leaves many incumbents insufficiently prepared in the face of such deep uncertainty. We argue that traditional risk management falls short because it predominantly focuses on strategy execution while leaving strategy formulation largely untouched. Moreover, an administrative-heavy risk management process can create strategic inertia and a misleading sense of control. In today’s dynamic business context, companies must not only increase the speed and impact of their strategy execution but also continuously explore the development of new strategies in response to disruptive events or emerging opportunities. Our research shows how leading companies develop a strategic risk management (SRM) capability to increase their resilience and agility in response to deep uncertainty. SRM takes a strategic, forward-looking perspective and focuses on strengthening processes, people, and practices for purposefully integrating risk into the strategy formulation process. This article offers a framework with three proven configurations of content and timing integration, risk management roles, and leading practices that enable effective SRM.
dc.language.isoen
dc.publisherElsevier
dc.titleTransforming under deep uncertainty: A strategic perspective on risk management
dc.identifier.journalBusiness Horizons
dc.source.volume61
dc.source.issue5
dc.source.beginpage733
dc.source.endpage743
vlerick.knowledgedomainAccounting & Finance
vlerick.knowledgedomainMarketing & Sales
vlerick.typearticleJournal article with impact factor
vlerick.vlerickdepartmentAF
vlerick.vlerickdepartmentMKT
dc.identifier.vperid39319
dc.identifier.vperid108208


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