In existing publications, ERM implementation is mainly viewed from technical or educational perspectives and treated as formal, technical, linear processes. This book takes a different stance by recognising that implementation depends on formal and informal mechanisms that require a balanced combination of technical and social approaches. It changes the paradigm to demonstrate that the implementation of ERM is not a linear process that is similar across industries and organisations, but relies on multiple dependencies such as leadership, corporate governance, and the culture of the organisation.
This book will be a valuable resource for scholars, as well as upper-level students, across disciplines related to risk management, including accounting and finance, business and management, leadership, and organisational studies.
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