2012Unpublished venueRequires access

Corporate Risk Management

Frank J. Fabozzi, Pamela Peterson Drake, Ralph S. Polimeni

Open publisher page 5 citations

Abstract

This chapter discusses the key processes in risk management: risk identification, risk assessment, risk mitigation and risk transferring. The process of risk management includes determining which risks to accept, which to neutralize, and which to transfer. The traditional process of risk management focuses on managing the risks of only parts of the business, ignoring the implications for the value of the firm. The process should allow the management to align the risk appetite and strategies across the firm, improve the quality of the firm's risk-response decisions, identify and manage the risk across the firm. The enforcement of an enterprise risk management (ERM) policy requires that the amount of risk that a firm is willing to accept be specified. Corporations through their board set the boundaries as to how much risk the firm is prepared to accept. Futures, forwards, options, swaps, caps, floors and credit derivatives are the capital market instruments that can be used for risk management transfer.

About this research paper

What this paper is about

This chapter discusses the key processes in risk management: risk identification, risk assessment, risk mitigation and risk transferring. The process of risk management includes determining which risks to accept, which to neutralize, and which to transfer. The traditional process of risk management focuses on managing the risks of only parts of the business, ignoring the implications for the value of the firm. The process should allow the management to align the risk appetite and strategies across the firm, improve the quality of the firm's risk-response decisions, identify and manage the risk across the firm. The enforcement of an enterprise risk management (ERM) policy requires that the amount of risk that a firm is willing to accept be specified. Corporations through their board set the boundaries as to how much risk the firm is prepared to accept. Futures, forwards, options, swaps, caps, floors and credit derivatives are the capital market instruments that can be used for risk management transfer.

Why it matters

OpenAlex reports 5 citations for this work. Citation counts describe recorded attention and do not establish research quality.

Key contribution

A contribution statement is not available in the OpenAlex record.

Method / approach

Method details are not available in the OpenAlex metadata.

Main findings

Findings are not separately available in the OpenAlex metadata.

Limitations

Limitations are not available in the OpenAlex metadata.

Applications

Application details are not available in the OpenAlex metadata.

Available abstract

This chapter discusses the key processes in risk management: risk identification, risk assessment, risk mitigation and risk transferring. The process of risk management includes determining which risks to accept, which to neutralize, and which to transfer. The traditional process of risk management focuses on managing the risks of only parts of the business, ignoring the implications for the value of the firm. The process should allow the management to align the risk appetite and strategies across the firm, improve the quality of the firm's risk-response decisions, identify and manage the risk across the firm. The enforcement of an enterprise risk management (ERM) policy requires that the amount of risk that a firm is willing to accept be specified. Corporations through their board set the boundaries as to how much risk the firm is prepared to accept. Futures, forwards, options, swaps, caps, floors and credit derivatives are the capital market instruments that can be used for risk management transfer.

Key concepts: Enterprise risk management, Risk management, Business, Financial risk management, Risk appetite, IT risk management, Risk analysis (engineering), Futures contract

Related papers

Back to paper searchBrowse research topicsOriginal source
Corporate Risk Management — Research Paper | ScholarLens