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Approaches to Integrated Risk Management: A Multi-dimensional Framework
16 references·2 citing·38 second hop
Approaches to Integrated Risk Management: A Multi-dimensional Framework (2003)Approaches to Integrated Risk Management:…Scenarios, Real Options and Integrated Risk Management (2003)Scenarios, Real Options and I…Transforming project risk management into project uncertainty management (2002)Transforming project risk man…Managing project risk and uncertainty: A constructively simple approach to decision making (2002)Managing project risk and unc…Integrated Risk Management: Techniques and Strategies for Reducing Risk (2000)Integrated Risk Management: T…Estimation and evaluation of uncertainty: a minimalist first pass approach (2000)Estimation and evaluation of …Enterprise-wide risk management (2000)Enterprise-wide risk manageme…Enterprise-Wide Risk Management : Strategies for Linking Risk and Opportunity (2000)Enterprise-Wide Risk Manageme…Requirements for an Effective Project Risk Management Process (1999)Requirements for an Effective…RAMP: Risk Analysis and Management for Projects (1999)RAMP: Risk Analysis and Manag…Project Risk Management: Processes, Techniques and Insights (1998)Project Risk Management: Proc…Integrating the Crisis Management Perspective into the Strategic Management Process (1997)Integrating the Crisis Manage…Exploring corporate strategy (1997)Exploring corporate strategyThe rise and fall of strategic planning (1995)The rise and fall of strategi…The Fall and Rise of Strategic Planning (1994)The Fall and Rise of Strategi…Formulating strategic problems: Empirical analysis and model development (1981)Formulating strategic problem…Strategic Change: "Logical Incrementalism.". (1978)Strategic Change: "Logical In…Is ERM Legally Required? Yes for Financial and Governmental Institutions, No for Private Enterprises (2015)Is ERM Legally Required? Yes …Designing an Enterprise Risk Management Curriculum for Business Studies: Insights From a Pilot Program (2014)Designing an Enterprise Risk …Determinants of corporate borrowing (1977)Competing for the Future (1994)The theory and practice of corporate finance: evidence from the field (2001)A case study of best practice—Visit Scotland's prepared response to an influenza pandemic (2006)Actionable Strategy Knowledge: (2006)Decision making and planning under low levels of predictability: Enhancing the scenario method (2009)The Politics of Organizational Decision-Making. (1976)The Structure of "Unstructured" Decision Processes (1976)The Formulation Processes and Tactics Used in Organizational Decision Making (1993)From Decision to Action in Organizations: Decision-Making as a Social Representation (1995)The Behavior in Organizations (2014)Mindfulness As Metacognitive Practice (2017)Planning under Pressure: The Strategic Choice Approach (1988)Visualising and mapping stakeholder influence (2005)Defining uncertainty in projects – a new perspective (2007)Stakeholder impact analysis in construction project management (2007)Leadership in Administration: A Sociological Interpretation. (1958)Developing a Knowledge Strategy (1999)Resources and Resourcefulness: Strategic Capacity in the Unionization of California Agriculture, 1959-1966 (2000)Strategic planning in a turbulent environment: evidence from the oil majors (2003)Corporate Social Responsibility: A Process Model of Sensemaking (2008)Corporate Social Responsibility: The Good, the Bad and the Ugly (2008)Exploring SWOT analysis – where are we now? (2010)Use and benefits of tools for project risk management (2001)Selectionism and Learning in Projects with Complexity and Unforeseeable Uncertainty (2004)A fuzzy approach to construction project risk assessment (2010)Linking Crisis Management and Leadership Competencies: The Role of Human Resource Development (2008)Crisis strategic planning for SMEs: finding the silver lining (2011)Extreme Weather Events and the Critical Importance of Anticipatory Adaptation and Organizational Resilience in Responding to Impacts (2011)Strategic flexibility in product competition (1995)The emotional practice of teaching (1998)The power of business models (2005)Measuring Organizational Strategies: Some Theoretical and Methodological Problems (1980)Path Creation as a Process of Mindful Deviation (1999)The SAGE Handbook of Process Organization Studies (2016)The Risk Management Process: Business Strategy and Tactics (2001)A critical balance: collaboration and security in the IT-enabled supply chain (2007)Forward-Looking Disclosures, Financial Verifiability and Analysts' Forecasts: A Study of Cross-Listed European Firms (2009)
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References

  • 1995The rise and fall of strategic planning3,302 cited
  • 1997Exploring corporate strategy3,103 cited
  • 1994The Fall and Rise of Strategic Planning1,772 cited
  • 2002Transforming project risk management into project uncertainty management664 cited
  • 1978Strategic Change: "Logical Incrementalism.".663 cited
  • 1998Project Risk Management: Processes, Techniques and Insights555 cited
  • 2003Scenarios, Real Options and Integrated Risk Management315 cited
  • 1981Formulating strategic problems: Empirical analysis and model development205 cited
  • 1997Integrating the Crisis Management Perspective into the Strategic Management Process181 cited
  • 2000Enterprise-Wide Risk Management : Strategies for Linking Risk and Opportunity152 cited
  • 2002Managing project risk and uncertainty: A constructively simple approach to decision making104 cited
  • 2000Integrated Risk Management: Techniques and Strategies for Reducing Risk86 cited
  • 2000Estimation and evaluation of uncertainty: a minimalist first pass approach81 cited
  • 2000Enterprise-wide risk management74 cited
  • 1999Requirements for an Effective Project Risk Management Process64 cited

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

  • 1999RAMP: Risk Analysis and Management for Projects55 cited
  • Cited by

    • 2014Designing an Enterprise Risk Management Curriculum for Business Studies: Insights From a Pilot Program17 cited
    • 2015Is ERM Legally Required? Yes for Financial and Governmental Institutions, No for Private Enterprises17 cited