کد مقاله | کد نشریه | سال انتشار | مقاله انگلیسی | نسخه تمام متن |
---|---|---|---|---|
1002532 | 1481780 | 2016 | 15 صفحه PDF | دانلود رایگان |
کلمات کلیدی
1.مقدمه
2. مدل کسب و کار بانک های تعاونی اعتباری
3. ادبیات مدیریت ریسک سازمانی: مسائل در حال ظهور
4. طراحی تحقیق
جدول 1. مصاحبه ها
5. مدیریت ریسک سازمانی در بانسا دی کاریدو Banca di CreditoCooperativo di Napoli
5.1. ایجاد زمینه
جدول 2. اسناد داخلی و خارجی
5.2. ماموریت ها و اهداف
5.3. عملی ساختن سیستم ERM در BCC di Napoli
جدول 3 ریسک های اصلی را که بر فعالیت BCC di Napoli و عملکرد های سازمانی در مدیریت این ریسک های تأثیر می گذارند، نشان می دهد.
جدول 4. نقشه ریسک BCC di Napoli
5.4. مسئولیت مدیریت ریسک سازمانی در BCC diNapoli
6-5- نقش شبکه حرفه ای BCC di Napa
6. بحث
7. نتیجه گیری
پاورقی ها
The aim of this paper is to explore how the implementation of enterprise risk management (ERM) practices can help organisations to pursue both economic and social goals. To do so, we look at the credit cooperative banking sector, which often attempts to conduct socially responsible business practices. To deepen our understanding of how such banks deal with risk, we provide an in-depth study of one credit cooperative bank. The analysis highlights the peculiarities of ERM practices implemented in a specific context and explains how an ERM system enables credit cooperative banks to manage the risks associated with a duality of purpose.This research is relevant from a theoretical perspective because it addresses new trends in the risk management literature, thus elucidating how ERM systems can be implemented to support dual-purpose organisations. The study also adds to the literature on ethical banking, as it offers an in-depth description of how ERM systems work in this particular context. This paper also has practical implications; it provides insights to similar banks on how to manage risk in a way that supports social development in their local communities. Our analysis is also of interest to other types of socially-oriented businesses, which may follow a similar approach to operationalise ERM practices.
Journal: Management Accounting Research - Volume 32, September 2016, Pages 1–15