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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
11

Operational risk management (ORM) systems - An Australian study.

Pitinanondha, Thitima January 2008 (has links)
University of Technology, Sydney. Faculty of Engineering. / In today’s business environment, increased competition, market globalisation, increased customer demands and accelerated technologies require organisations to focus on efficiency in every aspect of their operations. Many studies in operations management have focused on the improvement of operational performance, including reduction of process variability, increasing flexibility or implementing controls in operations. However, managing the risk in operations seems to have been neglected by researchers. Hence, there are two major objectives of this study. The first objective is to investigate the use of the operational risk management (ORM) systems in Australia and study the factors that have an impact on effective operational risk management. Then, based on the identified factors, the second objective is to develop an ORM system implementation model and guideline for Australian organisations. A review of the ORM systems and its implementation was conducted. As a result of this investigation, a definition of ORM system in this study was formulated and the factors of effective ORM system implementation were identified as a basis for the next stage of this study. An investigation of the factors of ORM system implementation was then carried out. An extensive questionnaire survey was used to collect empirical data from Australian organisations. Statistical analysis results and feedback from experts was used to develop an applicable model and guideline for ORM system implementation. The main outcome of this study is a proposed model and guideline for ORM system implementation in Australian organisations, which will assist the organisation to manage operational risks more effectively and provide motivation for carrying out further research in ORM.
12

A Study of Operational Risk in the New Basel Capital Accord - A case of K Bank

Chuang, Shin-Hsiung 20 June 2006 (has links)
In order to cope with the operational risk resulting from drastic changes of financial market and diversified financial products (e.g. product design, training for sales personnel, risk management, etc.), Basel Committee on Banking Supervision¡]BCBS¡^decided that, under the minimum capital requirement, the banking groups are requested to increase the operational risk capital requirement, which will be implemented in the banking business by the end of 2006. The operational risk, defined by Basel Committee on Banking Supervision¡]BCBS¡^is ¡§the risk of loss resulting from inadequate or failed internal processes, people and systems or from external events¡¨. Although the scope of the operational risk has been narrowed down, the definition is still ambiguous to the banking groups. The operational risk needs to be clearly distinguished from the credit risk and the market risk such that categorization and quantification of the banking business can be realized. In fact, besides the natural disasters and irresistible causes, most of operational risk results from the failure of internal control and policy execution rather than from causes of systemic risks. Therefore, it is inappropriate to apply the same risk coefficient to the banking groups without taking their operation quality and scale into consideration. It is also questionable that the capital requirement can entirely offset the financial loss caused by the operational risk. In order to minimize the loss from the operational risk, risk mitigation should be applied. The strategy is to collect the historical data and information to establish a database, which is commonly found in the following four approaches in performing the operational risk capital requirement¡GBasic Indicator Approach ¡]BIA¡^, Standardized Approach¡]SA¡^, Alternative Standardized Approach¡]ASA¡^, Advanced Measurement Approaches¡]AMA¡^. Hence, it is inevitable that the banking groups need to invest substantial amount of manpower and capital, which could become a huge burden to the banking groups but is the price to pay to arouse the banking groups¡¦ attention to reinforce the risk management and evaluation. Establishment of the systems and execution of the policies will not always be impeccable and there will always be room for discussion and modification. Nevertheless, the ultimate goal for the management is to well-operate the banking groups and maximize the shareholders benefit.
13

Operational risk management (ORM) systems - An Australian study.

Pitinanondha, Thitima January 2008 (has links)
University of Technology, Sydney. Faculty of Engineering. / In today’s business environment, increased competition, market globalisation, increased customer demands and accelerated technologies require organisations to focus on efficiency in every aspect of their operations. Many studies in operations management have focused on the improvement of operational performance, including reduction of process variability, increasing flexibility or implementing controls in operations. However, managing the risk in operations seems to have been neglected by researchers. Hence, there are two major objectives of this study. The first objective is to investigate the use of the operational risk management (ORM) systems in Australia and study the factors that have an impact on effective operational risk management. Then, based on the identified factors, the second objective is to develop an ORM system implementation model and guideline for Australian organisations. A review of the ORM systems and its implementation was conducted. As a result of this investigation, a definition of ORM system in this study was formulated and the factors of effective ORM system implementation were identified as a basis for the next stage of this study. An investigation of the factors of ORM system implementation was then carried out. An extensive questionnaire survey was used to collect empirical data from Australian organisations. Statistical analysis results and feedback from experts was used to develop an applicable model and guideline for ORM system implementation. The main outcome of this study is a proposed model and guideline for ORM system implementation in Australian organisations, which will assist the organisation to manage operational risks more effectively and provide motivation for carrying out further research in ORM.
14

The Development of Dynamic Operational Risk Assessment in Oil/Gas and Chemical Industries

Yang, Xiaole 2010 May 1900 (has links)
In oil/gas and chemical industries, dynamics is one of the most essential characteristics of any process. Time-dependent response is involved in most steps of both the physical/engineering processes and the equipment performance. The conventional Quantitative Risk Assessment (QRA) is unable to address the time dependent effect in such dynamic processes. In this dissertation, a methodology of Dynamic Operational Risk Assessment (DORA) is developed for operational risk analysis in oil/gas and chemical industries. Given the assumption that the component performance state determines the value of parameters in process dynamics equations, the DORA probabilistic modeling integrates stochastic modeling and process dynamics modeling to evaluate operational risk. The stochastic system-state trajectory is modeled based on the abnormal behavior or failure of the components. For each of the possible system-state trajectories, a process dynamics evaluation is carried out to check whether process variables, e.g., level, flow rate, temperature, pressure, or chemical concentration, remain in their desirable regions. Monte Carlo simulations are performed to calculate the probability of process variable exceeding the safety boundaries. Component testing/inspection intervals and repair time are critical parameters to define the system-state configuration; and play an important role for evaluating the probability of operational failure. Sensitivity analysis is suggested to assist selecting the DORA probabilistic modeling inputs. In this study, probabilistic approach to characterize uncertainty associated with QRA is proposed to analyze data and experiment results in order to enhance the understanding of uncertainty and improve the accuracy of the risk estimation. Different scenarios on an oil/gas separation system were used to demonstrate the application of DORA method, and approaches are proposed for sensitivity and uncertainty analysis. Case study on a knockout drum in the distillation unit of a refinery process shows that the epistemic uncertainty associated with the risk estimation is reduced through Bayesian updating of the generic reliability information using plant specific real time testing or reliability data. Case study on an oil/gas separator component inspection interval optimization illustrates the cost benefit analysis in DORA framework and how DORA probabilistic modeling can be used as a tool for decision making. DORA not only provides a framework to evaluate the dynamic operational risk in oil/gas and chemical industries, but also guides the process design and optimization of the critical parameters such as component inspection intervals.
15

探討銀行作業風險之管理模式與當前問題─以A銀行為例

林宜靜 Unknown Date (has links)
銀行業的業務本質為由風險中獲取報酬,銀行經營過程亦存在許多不同的風險。近年來,金融市場的高度變動、新資訊科技的不斷應用、金融產品與服務的增加、財務工程之應用,甚或銀行業間無法停止之整合與購併,目的皆為使銀行經營朝向更好的方向不斷精進。然而,現象之另一面,亦代表更多複雜的跨單位、跨業務之流程規劃、資訊系統整合與內部人員管理,這使得妥善管理作業風險成為銀行業一項迫切重要的工作。本研究目的即在於瞭解銀行面對作業管理議題及相關管理層面之現況,探討銀行進行作業風險管理時可能遭遇之問題,並針對可能問題提出建議與看法,以健全銀行經營,確保股東及利害關係人之權益。 研究分析之過程,首先了解作業風險的定義,其次藉由風險管理最佳實務與策略運作五階段建立作業風險管理架構體系。而後,藉由個案研究之方式,分析個案銀行之作業風險管理流程與運行方式之狀況,瞭解個案銀行在作業風險管理模式下所投入之資源與人力,以及運作情況,並發掘作業風險管理過程中可能存在之問題。 由本研究探討之作業風險管理模式與當前問題中,可以發現:政府法令與主管機關之重視,對於各銀行之作業風險管理是莫大的動力;銀行善用人力資源管理之相關技巧,將有助於作業風險管理;清楚地認知作業風險管理之方向與組織架構,則有助於減少部門功能衝突,以及增加作業風險管理資源的使用效率。
16

THE IMPACT OF OPERATIONAL RISK LOSS EVENT ANNOUNCEMENTS ON THE COST OF CAPITAL OF U.S. BANKS

Thompson, Rose M. 16 May 2014 (has links)
The purpose of this research is to examine whether U.S. banks that announced material operational risk loss (oprisk loss) events can still enjoy a lower cost of capital. I use the bank's credit rating as a proxy for the cost of debt capital, and the actual oprisk loss amounts announced by publicly traded U.S. banks for $10 million and over during the period 1998 to 2012 compiled from my own database. I also investigate whether the type of oprisk loss event and business line in which the loss event was incurred matter to credit rating agencies. I perform additional analysis to determine whether a downgrade in a bank's credit rating associated with the announcement of a material oprisk loss amount impacts the bank's reputation. This study focuses on the U.S. banking industry because of the increased market and regulatory scrutiny of oprisk losses; especially during the financial crisis of 2008 to 2010. The logistic analysis shows that banks' announcement of material oprisk loss amount is associated with a decline in credit ratings. The findings did not support the position that the type of loss event and business line in which the loss event was incurred matter to credit rating agencies. The results for the event study show that a downgrade in a bank's credit rating associated with an announcement of a material loss amount has a robust, statistically significant negative stock market reaction. Furthermore, the results reveal that the losses in market value significantly exceed the announced loss amounts associated with credit rating downgrades, indicating reputational loss to the banks. This research was limited to announcements of material oprisk loss amounts by U.S. banks publicly traded on major U.S. stock exchanges. Investigating the impact of announcements of material oprisk loss amounts by financial institutions publicly listed on major stock exchanges worldwide provides an avenue for future research. This study contributes to the literature on operational risk and the cost of debt capital as reflected in credit ratings by providing empirical evidence of the impact of oprisk losses on credit ratings of U.S. banks.
17

Řízení operačního rizika ve finanční instituci / Operational risk management in financial institution

Wirthová, Petra January 2012 (has links)
The thesis "Operational risk management in financial institution" is focused on description, types of measurements, methods of control, analysis and possibilities for reducing of operational risk. The first part describes and defines operational risk and discusses the Basel accords. Next part is focused on operational risk management, methods reducing operational risk and there is also described the organizational structure of the bank associated with operational risk. The thesis also describes the methods of calculating of capital requirements and methods measuring operational risk. The practical part describes the most significant operational risk events and there is also a comparison analysis of calculation of capital requirement the specific bank.
18

Analysis of the composition of emerging enterprise risk management practice in the context of managing operational risks in the fast changing business world

Moeti, Phokoile Daniel 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2004. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: The complexity of modern business requires that all managers be, at least, partially responsible for strategic risk management. Therefore, all managers must have an awareness of the business direction of the organisation as a whole; that is, the corporate and business strategy. Companies embark on this journey to ensure their future existence. In this regard, having a risk management strategy allows a company to visualise and aim for its future, because such strategy guides decisions on the allocation of resources throughout the organisation. The risk management strategy encapsulates both desired goals and beliefs about what are acceptable and, most critically, unacceptable means of achieving them. To achieve the above, the ineptitude of traditional risk management strategy rarely seems to dictate unique structural solutions. Rather, the crucial factors in the operational risks processes are most often those of execution and continuous adaptation; of getting things done, and staying flexible. In addition, and to a very large extent, this means going far beyond strategy, to issues of organising structure, people, and the like. Given the historical development arising from the academic and insurance background and its inefficacy in dealing with the array of risks in the fast changing business environment, it is therefore important that risk management be embedded in every aspect of the management structure in an organisation for it to deal holistically with all risks facing it. The major challenge, however, is how to free risk management from the specialist "silos" of academia and insurance that have hindered its growth since inception. The approach of this research study is motivated by a desire to address this challenge. To do so, it employs two scientific research methods, first, to provide basic knowledge of concepts in view of expanding the existing basic knowledge and contribute to the literature of risk management at large by describing its evolution into a modern risk management now known as enterprise risk management, and, second, to use the applied research method in focusing on the specific problem of knowing how to translate theoretical aspects of risks management into business solutions within the context of managing operational risks. This is done by illustration using South African Airways as a Case Study. In view of the above, the aim of this research study is to show how practically to liberate risk management from the clutches of academia and insurance and to give risk management strategic significance at senior management level and tactical significance at operational level within the aforementioned modern technique of enterprise risk management. / AFRIKAANSE OPSOMMING: Die ingewikkeldheid van moderne besigheid vereis dat alle bestuurders ten minste gedeeltelik vir strategiese risikobestuur verantwoordelik is. Daarom moet alle bestuurders bewus wees van die besigheidsrigting van die organisasie as geheel; dit is, die korporatiewe en besigheidstrategie. Maatskappye pak dié reis aan om hul bestaan in die toekoms te verseker. 'n Risikobestuurstrategie stel 'n maatskappy in staat om die toekoms te visualiseer en daarheen te mik, want dié strategie lei besluite oor die toekenning van hulpbronne regdeur die maatskappy. Die risikobestuurstrategie behels die verlangde doelwitte, en die oortuigings van wat aanvaarbaar en wat, uiters belangrik, onaanvaarbaar is om die doelwitte te bereik. Om die bogenoemde te bereik wil dit voorkom of die ongepastheid van tradisionele risikobestuurstrategieë selde unieke strukturele oplossings voorskryf. Die beslissende faktore in bedryfsrisiko-prosesse is gewoonlik uitvoering en voortdurende aanpassing; om dinge te laat gebeur en buigsaam te bly. Daarmee saam, en tot 'n baie groot mate, beteken dit om verby die strategie te beweeg na aangeleenthede van struktuur, mense en dies meer. Gegewe die historiese ontwikkeling van die akademiese en versekeringsagtergrond en die onvermoë om 'n verskeidenheid risiko's in 'n vinnig veranderende sake-omgewing te hanteer, is dit belangrik dat riskobestuur in elke aspek van die bestuurstruktuur van 'n organisasie vervat word. Dit sal verseker dat die organisasie dreigende risiko's holisties benader. Die grootste uitdaging is egter hoe om risikobestuur los te maak van die "spesialissilas" van die akademie en versekering, wat die groei daarvan sedert sy ontstaan belemmer het. Die benadering van dié navorsingstudie word gemotiveer deur 'n behoefte om dié uitdaging aan te pak. Om dit te doen, word twee wetenskaplike navorsingsmetodes gebruik. Eerstens, om basiese kennis te verskaf oor konsepte om die bestaande basiese kennis uit te brei en by te dra tot die literatuur van risikobestuur. Dit word gedoen deur die evolusie hiervan tot moderne risikobestuur, nou bekend as ondernemingsrisikobestuur, te beskryf. Tweedens, om die toegepaste navorsingsmetode te gebruik om te fokus op die spesifieke probleem van hoe om teoretiese aspekte van risikobestuur oor te skakel na besigheidsoplossings in die konteks van die bestuur van bedryfsrisiko's. Dit word gedoen deur die Suid-Afrikaanse Lugdiens as gevallestudie te gebruik. In die lig van die bogenoemde, is die doelwit van dié navorsingstudie tweeledig. Eerstens, om aan te toon hoe om risikobestuur te bevry van die kloue van die akademie en versekering. Tweedens, om die belangrikheid van strategiese risikobestuur op senior bestuursvlak en taktiese risikobestuur op bedryfsvlak uit te lig binne die voorgenoemde moderne tegniek van ondernemingsrisikobestuur.
19

The management of operational value at risk in banks / Ja'nel Esterhuysen

Esterhuysen, Ja'nel Tobias January 2006 (has links)
Thesis (Ph.D. (Risk Management))--North-West University, Potchefstroom Campus, 2007.
20

Vidareutveckling av SAFOR : En utredning av ramverket SAFOR för operationell risk inom banker

Vickman, Sara January 2011 (has links)
Operationell risk inom banksektorn är ett område under utveckling. Utredningen har behandlat ett ramverk för hantering av operationell risk kallat A Systemic Approach Framework for Operational Risk (SAFOR). Syftet har varit att konkretisera detta ramverk och inom detta utvärdera en metod kallad Damage Evaluation and Effective Prevention (DEEP-metoden) i kombination med ett datoriserat beslutsverktyg benämnt DecideIT. SAFOR hanterar operationell risk som är nära kopplat till företagets processer, personer och system. Dess utformning grundar sig i general system theory, en holistisk verksamhetssyn som minskar risken för överlappning mellan olika riskhanteringsområden. Ramverket är uppde-lat i fyra moduler som hanterar identifiering av risker och riskhanter-ingsstruktur, värdering av olika handlingsalternativ, hantering av riskmått och intervalluppskattningar. DEEP-metoden hanterar identifie-ring av risksituationen och rangordning av olika framtidscenarier. Beslutsverktyget DecideIT är en implementering av DELTA metoden som hanterar intervallskattningar av sannolikheter och värden tillsammans med känslighetsanalyser. Utredningen har genomförts genom litteratur-studie och eget test. Resultatet visar en ökning av ramverkets tillämp-barhet genom införandet av ett processperspektiv där en kartläggning av arbetsflödet visar att DEEP-metoden berör flera moduler inom ramverket. Vid närmare beaktan av ramverkets osäkerhetsmodul klargörs dess syfte till rangordning av alternativ för beslutstagande. Metod och beslutsverktyg inom osäkerhetsmodulen bör hantera osäker-heter, framtidscenarier och vara lättanvänt. Detta visar sig stämma för DEEP-metoden och DecideIT när tillämpbarhetstest utförs. SAFOR anses fungera som grund för helhetsförståelse. Ramverket kan sedan implementeras genom för verksamheten passande metod vilket ökar flexibiliteten mot olika typer av organisationer. Målen för studien anses vara uppfyllda. Fortsatt arbete finns i utformning av tydligare avgräns-ning mellan ramverkets moduler och testning av metoder inom dessa. / The investigation deals with a framework named A Systemic Approach Framework for Operational Risk (SAFOR). The aim is to concretize SAFOR and Evaluate the proposed method of Damage Evaluation and Effective Prevention (DEEP) in combination with the decision tool DecideIT. SAFOR deals with operational risk which is linked to the company's processes, people and systems. The framework is based on a holistic approach, which reduces overlap in risk management and consists of four modules which deal with; identification of risk and risk manage-ment structure, risk-reducing alternatives, risk measurement and interval estimates. The DEEP-method handles Identification of risk and Evalua-tion of future scenarios. DecideIT implements the DELTA-method which handles interval assessments for probabilities and values together with Sensitivity Analysis. The investigation was by Literature Studies and a test. A process perspective is proposed to increase the applicability of SAFOR. It discovered that the DEEP-method intersects the framework´s modules. Investigation of the framework´s uncertainty module reveals its aim to sort decision alternatives and that the method and decision tool applied in it should deal with uncertainties, future scenarios and be easy to use. This proved to be true for the DEEP-method and DecideIT by a test. SAFOR is suited to be a source for understanding the whole-ness and various methods can be implemented inside the framework to increase flexibility. The objective of the study is achieved but there is a need for further effort with interfaces and Testing methods within the framework.

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