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EB

EB

ONLINE

Singapore : Springer, 2017

1 online zdroj

ISBN 978-981-10-4266-9 (e-kniha)

ISBN 978-981-10-4264-5 (print)

Accounting, Finance, Sustainability, Governance & Fraud: Theory and Application, ISSN 2509-7873

This book presents research on how businesses can be empowered to manage their company’s risk exposure in international settings. It elaborates on approaches that advocate the minimizing of threats and sizing opportunities as the best strategy through which corporate objectives are maximized. With a focus on international business management, the book starts off with a review of literature and companies that are international in nature, before presenting several main chapters that highlight the different vital sides of both international business and risk management. Corporate Risk Management for International Business serves as a key source for managers and academic researchers in risk management and strategy to understand all related issues of managing risks and setting strategies in global way. The book also serves as a decision making guide for managers that are active in volatile and dynamic environments of international business..

001476765

1 Business and Strategy Via Integration of Enterprise Risk // Management: Air Transportation Case Study 1 // 1.1 Introduction 1 // 1.2 International Business 2 // 1.2.1 What Is the Business? 2 // 1.2.2 History of International Business 2 // 1.2.3 What Is the International Business? 4 // 1.2.4 Importance of International Business 6 // 1.2.5 What Is the Multinational Enterprises? 7 // 1.2.6 Goals of International Business 16 // 1.2.7 Characteristic Features of International Business 19 // 1.2.8 Benefit of International Business 21 // 1.2.9 Problems of International Business 21 // 1.2.10 The Need for International Business 23 // 1.2.11 International Air Transportation Business 25 // 1.3 Enterprises Risk Management in Air Transportation Industry 25 // 1.3.1 What Is the Risk? 25 // 1.3.2 Risk Management 28 // 1.3.3 Enterprises Risk Management 34 // 1.3.4 Enterprises Risk Management Process 37 // 1.3.5 Enterprises Risk Management’s Benefits and Problems. 39 // 1.3.6 Overview of Air Transportation Industry Risks 41 // 1.3.7 Enterprises Risk Management in Air Transportation // Industry 42 // 1.4 Conclusion 43 // References 44 // 2 Resource Dependency Risk Management // 2.1 Introduction // 2.1.1 Aim, Scope, and Methodology // 2.2 Resource Dependency and Availability as One of the Leading // Sustainability Risks for Organizations: Resource Dependency Theory (RDT) Based Perspective // 2.2.1 Research Hypotheses and Findings // 2.2.2 Findings // 2.3 Conclusion // References // 3 Enterprise Risk Management in Terms of Organizational Culture // and Its Leadership and Strategic Management // 3.1 Organizational Culture // 3.1.1 Definition of Culture // 3.1.2 Definition and Importance of Organizational Culture // 3.1.3 Functions and Liabilities of Organizational Culture// 3.1.4 Elements of Organizational Culture // 3.1.5 Types of Organizational Culture //

3.1.6 Models of Organization Culture // 3.1.7 Relationships of Organizational Culture // with Other Concepts // 3.2 Leadership // 3.2.1 Leadership History // 3.2.2 Leadership Styles // 3.2.3 Leadership and Organizational Culture // 3.3 Strategic Management // 3.3.1 Definition and Features of Strategy // 3.3.2 Components of a Strategy Statement // 3.3.3 Components of Strategic Management Process // 3.3.4 SWOT Analysis // 3.3.5 Porter’s Five Forces Model // 3.3.6 Strategic Leadership // 3.4 Enterprise Risk Management // 3.4.1 Definition of Risk and Related Concepts // 3.4.2 Importance of Risk Management // 3.4.3 Enterprise Risk Management // 3.4.4 The Enterprise Risk Management/ERM Evolution // 3.4.5 Components of Enterprise Risk Management // References // 4 Critical Event Stress Management 113 // 4.1 Stress 113 // 4.1.1 Sources of Stress 114 // 4.1.2 Stress Management 114 // 4.1.3 Critical Event Stress Management 115 // 4.2 Critical Incident Stress Management 119 // 4.2.1 Development of CISM 119 // 4.2.2 CISM Working Principle 123 // 4.3 The Role of CISM for Crisis Response 125 // 4.3.1 Crisis 125 // 4.3.2 Preventive Education and Training Methods 126 // 4.4 CISM Techniques 129 // 4.4.1 Determining the Technique 129 // 4.4.2 The Crisis Incident Stress Debriefing 131 // 4.5 Crisis Response Team 134 // 4.6 Quality Management and Evaluation in Crisis Incident Stress // Management Program 135 // 4.6.1 Quality Management 135 // 4.6.2 Evaluation 135 // 4.7 CISM Effects to Safety Culture and Corporate Culture 135 // 4.8 Crisis Incident and Crisis Incident Stress in Aviation 136 // 4.9 Crisis Incident Stress Management Strategic Programs // for Aviation 137 // References 138 // 5 Linkages Between Risk and Human Resources Management in Aviation: An Empirical Investigation and the Way Forward // in Selection of Ideal Airport Manager 141 // 5.1 Introduction 142 //

5.2 Literature 143 // 5.2.1 Analytic Hierarchy Process 144 // 5.2.2 Methodology 145 // 5.2.3 Findings 148 // 5.3 Conclusion 150 // References 151 // 6 Case Studies for Enterprise Risk Management from Leading Holdings: TAV Airports Holding and BRISA Bridgestone Sabanci // Tyre Manufacturing and Trading Inc 153 // 6.1 TAV Airports: Turkey’s Global Brand in Airport Operations 153 // 6.2 TAV’s Approach to Enterprise Risk Management (ERM) 154 // 6.3 The Evolution of “ERM” at TAV 155 // 6.4 TAV’s ERM Process in Practice 156 // 6.5 Risk Discussion Platforms in TAV 158 // XX // Contents // 6.6 // Index // Case 2: BRISA Bridgestone Sabanci Tyre Manufacturing // and Trading Inc // 6.6.1 Risk Management in “BRISA Bridgestone Sabanci Tyre // Manufacturing and Trading Inc” (BRISA) // 6.6.2 Framework // 6.6.3 Business Continuity // 6.6.4 Governance and Corporate Culture // 6.6.5 Company Introduction