Bringing True Strategic Foresight Back to Business
Strategy and foresight were once the same discipline. And they should
be again. The immediacy of day-to-day operations can lead to a strategic process
that is more about ticking boxes and filling templates, which often end up
languishing, unopened, in an... more
Building a Resilient Organisation
Sun TZU, in The Art of War writes that:
“If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.”
This quotation highlights the importance of understanding our organisations and the environments in which we operate.
Integrated Security Management Model: A Proposal applied to Organisational Resilience
The purpose of this article is to contribute scientifically to the thematic areas of
organisational resilience and security risk management by providing a model of a
flexible security management system that can be integrated with other management systems and be applied to the operational dimension of organisational resilience. To this end, the literature on security risk and operational resilience has been reviewed as well as on security governance models based on enterprise security risk management
and other international standards that allow integration with business processes.
During the study, an incipient production of specific models that determine
the maturity of different management systems was observed in the academic sphere, with a gap being detected in terms of security management system maturity models linked to organisational governance and enterprise risk management, which would facilitate their inclusion in the organisation’s integrated management system in a practical way. It is concluded that the proposed model provides scientific support to practitioners, and, to a greater extent, to companies and other organisations irrespective of their size, sector of activity or location.
Nonprofit Organisational Resilience: Proposing a Conceptual Adaptive Capacity Framework
Nonprofit organisations (NPOs) play a key role in resolving the challenges and
inequalities prevalent in South Africa; however, turbulent events have led to existential concerns for many NPOs. It is important to understand how NPOs can augment their organisational resilience to mitigate existential concerns.
The Mediating Role of Levers of Controls on the Association Between Sustainable Leadership and Organisational Resilience
This study examines the mediating role of Simons’ (Levers of control: How managers
use innovative control systems to drive strategic renewal, Harvard Business
School Press, 1995) levers of control (belief systems, boundary controls, interactive use of controls, diagnostic use of controls) on the association between sustainable leadership and organisational resilience.
Establishing Organisational Resilience through developing a Strategic Framework for Digital Transformation
Purpose – The purpose of this paper is to present a strategic management framework for a successful digital
transformation (DT) roll-out aimed at enabling organisational resilience. The study aims to identify the critical areas of consideration for management to strategically approach DT in order to build resilience.
Quantifying Organisational Resilience: An Integrated Resource Efficiency View
Organisations are increasingly exposed to risks from globally disruptive events, triggering interest and new research into organisational resilience. Several levers to increase resilience are defined in the literature but organisations still find it challenging to prepare for the next disruption. This study contributes to the resilience literature by drawing on the integrated resource efficiency view (IREV) framework to measure four levers of organisational resilience and derive an organisational resilience index (ORI)......
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......
Evaluating and Establishing Baseline Security Requirements in Cloud Computing: An Enterprise Risk Management Approach
In today's digital age, businesses use cloud services to boost their operations exponentially. While this trend presents excellent potential, it is marred by significant concerns over the safety of data stored in the cloud. As the demand for cloud computing increases, businesses face issues ranging from data breaches and provider security to service availability and regulatory compliance.
Risk Committee’s Influence on Enterprise Risk Management
Risk is real and it is particularly very serious in the case of managing banks in Nigeria because of several reasons; including the fact that it is an emerging economy. It can affect a bank’s
bottom-line to say the least and even its survival. It is in view of this that this article links risk committee effectiveness with risk management by banks in Nigeria. Using 130 observations (13 banks, 10 years) for 2012-2021, we employ a correlational research design to develop a panel model linking risk committee characteristics with risk management......