Emotion in Strategic Management: A Review and Future Research Agenda
Emotion in strategic management has attracted increasing scholarly interest during the past twenty-five years. Researchers have demonstrated the nature and significance of emotion in strategic management from a broad range of perspectives across different levels of analysis. Given the expanding research on the topic, the time is ripe to synthesize this diverse and multifaceted body of knowledge.
Exploring the Indirect Links between Enterprise Risk Management and the Financial Performance of SMEs
This paper responds to the lack of empirical evidence on how enterprise risk management (ERM) and the financial performance of small and medium-sized enterprises (SMEs) are related. Structural equation modeling is used to explore new
mediators in the relationship between ERM and SME financial performance. The
results show that organizational culture (mission dimension) and strategic risk management performance are full and positive mediators between ERM and financial performance......
Top Risks Survey – 2024 to 2034
The ever-changing risk landscape and the overall perceived magnitude and severity of risks should prompt boards and executives to scrutinise closely the approaches they use to remain focused on emerging risk issues and to integrate those insights into strategic decision-making.
Risk Management 2025 and beyond: Priorities and Transformation Agenda for Financial Services
Risk Management 2025 and Beyond distills the perspectives of senior Risk executives at financial institutions across the globe to understand today's priorities and help build the risk transformation agenda for the future.
Cyber Risks: Systematic Literature Analysis
This systematic literature review focuses on the digitalization theme and its associated risks, particularly cyber risks. Conducted through a comprehensive exploration of the Scopus database over two decades, employing keywords such as "digitalization," "digitization," and "digital risks," this research aimed to understand the evolution of terminology and scholarly discourse in this domain. The investigation initially targeted "digital risks" but shifted towards keywords like "cyber risks," "cybersecurity," and "cyber resilience" to reflect the changing landscape. The review traces the origins of the often-employed keyword "industry 4.0" and its impact on research interests, prompting a focus on more recent publications due to the rapid pace of development in the field.
Data Governance Essentials Handbook
Definitions of Data Governance are numerous. However, they agree on a key principle - that it’s dedicated to the organisation of people, processes, and technology to enable effective data management.
State of Trust Report – 2024
Trust is critical to the success of every business. But building, scaling, and demonstrating trust is getting harder for organizations. To meet customer expectations, security leaders and their teams must address complex threats, a growing compliance burden, and increasing risk from their third party vendor footprint. The rapid adoption of AI technologies only adds to the challenge, requiring more oversight and governance.
Standard for Change Management and ACMP® Change Management Code of Ethics
Change is constant, but how we manage it evolves. Since its inception, the ACMP® Standard for Change Management© has been a trusted resource, guiding professionals worldwide in leading successful change. First published in 2014, the Standard was the result of a rigorous, collaborative effort that brought together over 1,100 change professionals from 57 countries, ensuring a methodology-neutral, globally relevant framework.
King V Code on Corporate Governance on a Page
King V on a Page distils the Code into thirteen principles that define what governing bodies should achieve through good governance practices. These principles cover ethical and effective leadership, organisational ethics, sustainable value creation, transparent reporting, and a well‑balanced governing body with clear delegation to committees and management. They also address governance of risk, compliance, data, information and technology, fair and responsible remuneration, assurance, and stakeholder inclusivity. Together, these principles, supported by recommended practices, aim to realise four governance outcomes: ethical culture, performance and value creation, conformance and prudent control, and legitimacy.
Integrated Strategy, Risk & Resilience (ISRR) Toolkit: Phase 1 Templates
Integrated Strategy, Risk & Resilience (ISRR) Toolkit: Phase 1 Templates In Phase I (Commit and Mandate), the toolkit offers templates for an Integrated Strategy–Risk–Resilience Policy, governance charters for the board, executive and committee structures, a RACI for ISRR roles, a risk appetite statement, a strategic decision paper with an explicit appetite check, and a leadership……...