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The Resource Corporate Risk Management for International Business

Corporate Risk Management for International Business

Label
Corporate Risk Management for International Business
Title
Corporate Risk Management for International Business
Creator
Contributor
Subject
Language
eng
Member of
Cataloging source
MiAaPQ
Literary form
non fiction
Nature of contents
dictionaries
Series statement
Accounting, Finance, Sustainability, Governance and Fraud: Theory and Application Ser
Corporate Risk Management for International Business
Label
Corporate Risk Management for International Business
Link
http://libproxy.rpi.edu/login?url=https://ebookcentral.proquest.com/lib/rpi/detail.action?docID=4863177
Publication
Copyright
Related Contributor
Related Location
Related Agents
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Related Subjects
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Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Foreword -- Preface -- Acknowledgements -- Contents -- About the Authors -- 1 Business and Strategy Via Integration of Enterprise Risk Management: Air Transportation Case Study -- Abstract -- 1.1 Introduction -- 1.2 International Business -- 1.2.1 What Is the Business? -- 1.2.2 History of International Business -- 1.2.3 What Is the International Business? -- 1.2.3.1 Globalization -- 1.2.4 Importance of International Business -- 1.2.5 What Is the Multinational Enterprises? -- 1.2.5.1 National Business Environment -- 1.2.5.2 Types of Business Environment -- 1.2.5.3 Benefits of Understanding the Environment -- 1.2.5.4 Features of Business Environment -- 1.2.5.5 International Business Environment -- 1.2.5.6 Facilitator of the Global Economy and Interconnectedness -- 1.2.5.7 Contributor to National Economic Well-Being -- 1.2.5.8 A Competitive Advantage for the Firm -- 1.2.5.9 An Opportunity for Global Corporate Citizenship -- 1.2.6 Goals of International Business -- 1.2.6.1 Expand Sales -- 1.2.6.2 Acquire Resources -- 1.2.6.3 Diversify Sources of Sales and Supplies -- 1.2.6.4 Minimize Competitive Risk -- 1.2.6.5 Profit Advantage -- 1.2.6.6 Growth Opportunities -- 1.2.7 Characteristic Features of International Business -- 1.2.7.1 Accurate Information -- 1.2.7.2 Payment in Foreign Currency -- 1.2.7.3 Timely Information -- 1.2.7.4 Idea About International Rules -- 1.2.7.5 Size of the Business -- 1.2.7.6 Intense Competition -- 1.2.7.7 Market Segmentation -- 1.2.7.8 Large Number of Middlemen -- 1.2.7.9 Wider Scope -- 1.2.7.10 Intercountry Comparative Study -- 1.2.8 Benefit of International Business -- 1.2.9 Problems of International Business -- 1.2.9.1 Political Factors -- 1.2.9.2 Huge Foreign Indebtedness -- 1.2.9.3 Trade Barriers -- 1.2.9.4 Corruption -- 1.2.9.5 High Cost -- 1.2.10 The Need for International Business
  • 1.2.11 International Air Transportation Business -- 1.3 Enterprises Risk Management in Air Transportation Industry -- 1.3.1 What Is the Risk? -- 1.3.2 Risk Management -- 1.3.3 Enterprises Risk Management -- 1.3.4 Enterprises Risk Management Process -- 1.3.5 Enterprises Risk Management's Benefits and Problems -- 1.3.6 Overview of Air Transportation Industry Risks -- 1.3.7 Enterprises Risk Management in Air Transportation Industry -- 1.4 Conclusion -- References -- 2 Resource Dependency Risk Management -- Abstract -- 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 -- Abstract -- 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 -- 3.1.3.1 The Functions of Organizational Culture -- 3.1.3.2 Liability of Organizational Culture -- 3.1.4 Elements of Organizational Culture -- 3.1.4.1 The Symbols -- 3.1.4.2 Organizational Values -- 3.1.4.3 Language, Jargons and Metaphors -- 3.1.4.4 Organizational/Communication Climate -- 3.1.4.5 Heroes -- 3.1.4.6 Behavioral Norms -- 3.1.4.7 The Rituals and the Ceremonies -- 3.1.4.8 Slogans -- 3.1.5 Types of Organizational Culture -- 3.1.5.1 The Involvement Culture -- 3.1.5.2 Normative Culture -- 3.1.5.3 Elite Culture -- 3.1.5.4 The Consistency Culture -- 3.1.6 Models of Organization Culture -- 3.1.6.1 Handy's Model -- Power Culture -- Role Culture -- Task Culture -- Person Culture -- 3.1.6.2 Geert Hofstede's Model
  • 3.1.6.3 Deal and Kennedy's Four Generic Cultural Models -- The Tough-Guy Macho Culture -- The Work Hard/Play Hard Culture -- The Bet Your Company Culture -- The Process Culture -- 3.1.7 Relationships of Organizational Culture with Other Concepts -- 3.2 Leadership -- 3.2.1 Leadership History -- 3.2.1.1 Trait Theories -- Trait Approach to Leadership -- Leadership Traits -- Great Man Theory -- 3.2.1.2 Behaviorist Theories -- Ohio State University Researches -- McGregor's Theory X and Theory Y Managers -- Blake and Mouton's Managerial Grid -- Michigan State University Studies -- Rensis Likert System 1-4 -- 3.2.1.3 Situational Leadership Contingency Theory -- Fiedler's Contingency Theory -- Path-Goal Theory -- Vroom-Yetton Contingency Model -- 3.2.2 Leadership Styles -- 3.2.2.1 Laissez-Faire -- 3.2.2.2 Autocratic -- 3.2.2.3 Participative -- 3.2.2.4 Transactional Theory -- 3.2.2.5 Transformational Theory -- 3.2.3 Leadership and Organizational Culture -- 3.3 Strategic Management -- 3.3.1 Definition and Features of Strategy -- 3.3.1.1 Features of Strategy -- 3.3.2 Components of a Strategy Statement -- 3.3.2.1 Strategic Intent -- Mission Statement -- Vision -- Goals and Objectives -- 3.3.2.2 Strategic Management Process -- 3.3.3 Components of Strategic Management Process -- 3.3.3.1 Goal-Setting -- 3.3.3.2 Analysis of Competitive Position -- 3.3.3.3 Strategy Formulation -- 3.3.3.4 Setting Organizations' Objectives -- 3.3.3.5 Evaluating the Organizational Environment -- 3.3.3.6 Setting Quantitative Targets -- 3.3.3.7 Aiming in Context with the Divisional Plans -- 3.3.3.8 Performance Analysis -- 3.3.3.9 Choice of Strategy -- 3.3.4 SWOT Analysis -- 3.3.4.1 Advantages of SWOT Analysis -- 3.3.4.2 Restrictions of SWOT Analysis -- 3.3.5 Porter's Five Forces Model -- 3.3.5.1 Risk of Entry by Potential Competitors -- 3.3.5.2 Rivalry Among Current Competitors
  • 3.3.5.3 Bargaining Power of Buyers -- 3.3.5.4 Bargaining Power of Suppliers -- 3.3.5.5 Threat of Substitute Products -- 3.3.6 Strategic Leadership -- 3.4 Enterprise Risk Management -- 3.4.1 Definition of Risk and Related Concepts -- 3.4.1.1 Definition of Risk -- 3.4.1.2 Related Concepts with Risk -- Risk Culture -- Risk Response -- Risk Tolerance -- Risk Assessment -- Risk Appetite -- 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 -- Abstract -- 4.1 Stress -- 4.1.1 Sources of Stress -- 4.1.2 Stress Management -- 4.1.3 Critical Event Stress Management -- 4.1.3.1 Critical Event -- 4.1.3.2 Critical Incident Stress -- 4.1.3.3 CIS Reactions -- 4.1.3.4 The Symptoms of CIS Reactions -- Individual Effects -- Group Effects -- 4.2 Critical Incident Stress Management -- 4.2.1 Development of CISM -- 4.2.1.1 What Is the Critical Incident Stress Management? -- 4.2.1.2 The Phases of Critical Incident Stress Management Programs -- 4.2.1.3 Information Phase -- 4.2.1.4 Training Programs in CISM -- 4.2.1.5 Support Phase in CISM -- 4.2.2 CISM Working Principle -- 4.2.2.1 Legal Component -- 4.2.2.2 The Spider Model -- 4.3 The Role of CISM for Crisis Response -- 4.3.1 Crisis -- 4.3.1.1 Crisis Response -- 4.3.1.2 CISM of Crisis Response -- 4.3.2 Preventive Education and Training Methods -- 4.3.2.1 Individuals Crisis Response -- 4.3.2.2 Dealing with Crisis Incident -- 4.3.2.3 Informing Crisis Incident Stress -- 4.3.2.4 Demobilization -- 4.3.2.5 Crisis Management Briefing -- 4.3.2.6 Relatives/Organizations Support -- 4.3.2.7 Follow-up -- 4.3.2.8 Objectives of CISM Measures -- 4.4 CISM Techniques -- 4.4.1 Determining the Technique -- 4.4.1.1 One-on-One Intervention Technique
  • 4.4.1.2 Group Techniques -- 4.4.2 The Crisis Incident Stress Debriefing -- 4.4.2.1 Defusing Crisis Incident Stress -- 4.5 Crisis Response Team -- 4.6 Quality Management and Evaluation in Crisis Incident Stress Management Program -- 4.6.1 Quality Management -- 4.6.2 Evaluation -- 4.7 CISM Effects to Safety Culture and Corporate Culture -- 4.8 Crisis Incident and Crisis Incident Stress in Aviation -- 4.9 Crisis Incident Stress Management Strategic Programs for Aviation -- References -- 5 Linkages Between Risk and Human Resources Management in Aviation: An Empirical Investigation and the Way Forward in Selection of Ideal Airport Manager -- Abstract -- 5.1 Introduction -- 5.2 Literature -- 5.2.1 Analytic Hierarchy Process -- 5.2.2 Methodology -- 5.2.3 Findings -- 5.3 Conclusion -- References -- 6 Case Studies for Enterprise Risk Management from Leading Holdings: TAV Airports Holding and BRISA Bridgestone Sabanci Tyre Manufacturing and Trading Inc -- Abstract -- 6.1 TAV Airports: Turkey's Global Brand in Airport Operations -- 6.2 TAV's Approach to Enterprise Risk Management (ERM) -- 6.3 The Evolution of "ERM" at TAV -- 6.4 TAV's ERM Process in Practice -- 6.5 Risk Discussion Platforms in TAV -- 6.6 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 -- Index
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{'f': 'http://opac.lib.rpi.edu/record=b4388183'}
Extent
1 online resource (184 pages)
Form of item
online
Isbn
9789811042669
Media category
computer
Media MARC source
rdamedia
Media type code
c
Sound
unknown sound
Specific material designation
remote

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