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Yapım Firmalarının Kurumsal Risk Yönetimi Olgunluğunda Risk Yöneticisinin Rolü

Year 2020, Volume: 8 Issue: 3, 439 - 449, 30.09.2020
https://doi.org/10.21541/apjes.579463

Abstract

Risk yönetim sürecini bütüncül bir yaklaşımla ele alan kurumsal risk yönetimi (KRY), verimli iş süreçlerinin yürütülmesine olanak sağlamaktadır. Sürekli olarak gelişen yapım sektöründe, karmaşık hale gelen projeler için süre, maliyet ve kalite faktörlerinde başarıya ulaşmak sistemli ve bütünsel yönetim yaklaşımlarını gerekli kılmaktadır. Yapım projelerinin yönetim sürecinde, olası riskleri bütünsel bir bakış açısıyla yönetebilmek, yapım projelerinin başarı ve verimliliği açısından kritik önem taşımaktadır. Ancak yapım sektöründe faaliyet gösteren firmalarda, proje düzeyinde risk yönetiminden kurumsal risk yönetimine geçiş adımları atılmaya yeni yeni başlanmıştır ve henüz yeterli olgunluk seviyesine ulaşılamamıştır.

Bu bağlamda bu çalışmanın temel amacı, risk yöneticisinin varlığının ve KRY yapılaşmasının yapım firmalarının kurumsal risk yönetimi olgunluk düzeyine olan etkisini ortaya koymaktır. Bu amaçla, yapılan kapsamlı literatür taraması sonucunda elde edilen altı temel faktör (yönetim kurulu ve üst düzey yönetimin kararlılığı, kurumsal risk yönetimine sahip olma, risk tanımlama, analiz ve tepkisi, kurumsal risk yönetiminin iş süreçlerine entegre edilmesi, hedeflerin belirlenmesi ve yeterli kaynaklar) baz alınarak bir anket alan çalışması düzenlenmiştir. Veriler, betimsel istatistikler ve ANOVA analizi yöntemleriyle irdelenmiştir. Yürütülen çalışma sonucunda risk yöneticisi varlığının yapım firmalarında kurumsal risk yönetimi olgunluk düzeyine olan etkisi ve temel faktörlerin KRY olgunluğuna olan etki ve önem dereceleri belirlenmiş ve karşılaştırmıştır. Bu çalışma, yapım firmalarında KRY olgunluk düzeylerine ilişkin kavramsal çerçeveyi irdeleyerek, yapılacak gelecek çalışmalara ışık tutmuştur.

References

  • [1] COSO - Committee of Sponsoring Organizations of the Treadway Commission, “Enterprise risk management—integrated framework: executive summary.” New York: COSO, 2004.
  • [2] Soltanizadeha S., Rasida S. Z. A., Golshanb N., Quoquaba F., Basiruddina R. (2014) ‘Enterprise risk management practices among Malaysian firms’ International Conference on Accounting Studies 2014, ICAS 2014, 18-19 August 2014, Kuala Lumpur, Malaysia.
  • [3] Zhao, X., Hwang, B.,Pheng Low, S. (2014). ‘Enterprise risk management implementation in construction firms: An organizational change perspective’ volume 52 ıssue 5 pages 814-833.
  • [4] Liu, J.Y., Zou, P.X.W. and Gong, W. (2013), “Managing project risk at enterprise level: exploratory case studies in China”, Journal of Construction Engineering and Management, Vol. 139 No. 9, pp. 1268-1274.
  • [5] Adibi, S. (2007). “Industry should embrace risk management tools.” New York Construction News, 〈http://newyork.construction.com/opinions/ bottomline/archive/2007/06.asp〉 (Feb. 12, 2011).
  • [6] Holton, G.A., 1996. Closed Form Value at Risk. Contingency Analysis, from. http://www.contingencyanalysis.com/frame/framevar.htm.
  • [7] Deragon, J., 2000. Old Knowledge with a New Name. Retrieved November, from. http://riskmania.com/pdsdata/Old%20Knowledge%20With%20a%20New% 20Name-erisk.pdf.
  • [8] Banham, R., 1999. Kit and Caboodle: Understanding the Skepticism about Enterprise Risk Management. CFO Magazine (April).
  • [9] Miccolis, J., and S. Shah, 2000, Enterprise Risk Management: An Analytic Approach, Tillinghast–Towers Perrin Monograph (New York).
  • [10] IIA, 2001. Risk or Opportunity - the Choice Is Yours Retrieved. September, from. http://usfweb2.usf.edu/uac/documents/riskparadigm.pdf.
  • [11] Perrin, T.-T., 2001. Creating Value through Enterprise Risk Management - a Practical Approach for the Insurance Industry. from. http://www.towersperrin. com/tp/getwebcachedoc?webc¼till/usa/2001/200106/2002051306.pdf.
  • [12] D'Arcy, S.P., Brogan, J.C., 2001. Enterprise risk management. Journal of Risk Management of Korea 12 (1), 207-228.
  • [13] Dickinson, G., 2001. Enterprise risk management: its origins and conceptual foundations. The Geneva Papers on Risk and Insurance-Issues and Practice 26 (3), 360e366.
  • [14] Harrington, S.E., Niehaus, G., Risko, K.J., 2002. Enterprise risk management: the case of united grain growers. Journal of Applied Corporate Finance 14 (4), 71-81.[15] Barton, T., Shenkir, W., Walker, P., 2002. Making Enterprise Risk Management Pay off. books.google.com.
  • [16] Liebenberg, A.P., Hoyt, R.E., 2003. The determinants of enterprise risk management: evidence from the appointment of chief risk officers. Risk Management and Insurance Review 6 (1), 37-52.
  • [17] Sprčić, D.,Kožul, A.,Pecina, E (2017) ‘Managers’ Support – A Key Driver behind Enterprise Risk Management Maturity’ volume20 ıssue s1 pages 25-39.
  • [18] Manab, N.A., Kassim, I. and Hussin, M.R. (2010), “Enterprise-wide risk management (EWRM) practices: between corporate governance compliance and value creation”, International Review of Business Research Papers, Vol. 6 No. 2, pp. 239-252.
  • [19]Wu, D. and Olson, D.L. (2009), “Enterprise risk management: small business scorecard analysis”, Production Planning & Control, Vol. 20 No. 4, pp. 362-369.
  • [20] Bromiley, P., McShane, M.K., Nair, A., & Rustambekov, E. (2015). Enterprise Risk Management: Review, Critique, and Research Directions. Long Range Planning, 48(4), 265-276. DOI: 10.1016/j. lrp.2014.07.005.
  • [21] Weinstein, B., Blacker, K. & Mills, R. (2003). Risk management for nonexecutive directors: creating a culture of cautious innovation. Henley Discussion Paper no. 2. [Online]. http://www.henleymc.ac.uk/henleyres03.nsf/pages/hcvi.
  • [22] Zhao, X, Hwang, B G and Low, S P (2012) "Implementing enterprise risk management in a Chinese construction firm based in Singapore", Proceedings of World Construction Conference 2012 (CIB W107), 28-30 June, 2012, Colombo, Sri Lanka.
  • [23] Serpell, A.,Ferrada, X., Rubio, L. ve Arauzo, S., (2015). ‘Evaluating Risk Management Practices in Construction Organizations’, Procedia - Social and Behavioral Sciences, 201-210.
  • [24] Zhao X.; Hwang B, ASCE M.; ve Low S. P. (2014) ‘Investigating Enterprise Risk Management Maturity in Construction Firms’ Journal of Construction Engineering and Management, vol 140, ıssue 8, pages 0501-4006.
  • [25] Rodrigo Goyannes Gusmão Caiadoa; Gilson Brito Alves Limaa; Daniel Luiz de Mattos Nascimentoa; Julio Vieira,” GUIDELINES TO RISK MANAGEMENT MATURITY IN CONSTRUCTION PROJECTS”Netoa; Rodolpho Augusto Maultasch de OliveiraaBrazilian Journal of Operations & Production Management 13 (2016), pp 372-385.
  • [26] Wibowo, A., Taufik, J., (2017). ‘Developing a Self-assessment Model of Risk Management Maturity for Client Organizations of Public Construction Projects: Indonesian Context’, Procedia Engineering, 274-281.
  • [27] Beasley, M; Branson, B; Hancock, B (2017) ‘The state of risk oversight - An overview of enterprise risk management practices’ AICPA Poole College of Management Enterprise Risk Management Inıative, pages 1-17.
  • [28] Zhao, X., Hwang, B. ve Low, S.(2013). ‘’Critical success factors for enterprise risk management in Chinese construction companies’’, Construction Management and Economics, 1199-1214.
  • [29] Arena, M.,Arnaboldi, M., Azzone, G,(2011). ‘Is enterprise risk management real?’ Journal of Risk Research, volume 14 ıssue 7 pages 779-797.
  • [30] Beasley M. S.,Clune R., & Hermanson D. R. “Enterprise Risk Management: An Empirical Analysis of Factors Associated with the Extent of Implementation” The Journal of Accounting and Public Policy , 2005, Vol. 24, 521-531.

The Role of the Risk Manager in Enterprise Risk Management Maturity Level of Construction Companies

Year 2020, Volume: 8 Issue: 3, 439 - 449, 30.09.2020
https://doi.org/10.21541/apjes.579463

Abstract

Addressing the risk management process with a holistic approach, enterprise risk management (ERM) enables efficient business processes to be carried out. Achieving success in time, cost and quality factors for complex projects in the constantly evolving construction industry requires systematic and holistic management approaches. In the management process of the construction projects, managing the possible risks from a holistic perspective is critical to the success and efficiency of the construction projects. However, in the companies operating in the construction sector, the transition steps from project-level risk management to corporate risk management have just begun and the level of maturity has not yet been reached.
In this context, the main purpose of this study is to reveal the effect of the existence of the risk manager and corporate risk managament structuring on the corporate risk management maturity level of the construction companies. For this purpose, six main factors (stability of the board and senior management, having corporate risk management, risk identification, analysis and response, integrating corporate risk management into business processes, setting targets, and sufficient resources) are obtained as a result of a comprehensive literature review and a survey field study was organized. The data were analyzed with descriptive statistics and ANOVA analysis methods. As a result of the study carried out, the effect of the presence of the risk manager on the maturity level of corporate risk management in the construction companies and the impact and importance levels of the basic factors on the maturity of ERM were determined and compared. This study shed light on future studies to be done by examining the conceptual framework regarding ERM maturity levels in production companies.

References

  • [1] COSO - Committee of Sponsoring Organizations of the Treadway Commission, “Enterprise risk management—integrated framework: executive summary.” New York: COSO, 2004.
  • [2] Soltanizadeha S., Rasida S. Z. A., Golshanb N., Quoquaba F., Basiruddina R. (2014) ‘Enterprise risk management practices among Malaysian firms’ International Conference on Accounting Studies 2014, ICAS 2014, 18-19 August 2014, Kuala Lumpur, Malaysia.
  • [3] Zhao, X., Hwang, B.,Pheng Low, S. (2014). ‘Enterprise risk management implementation in construction firms: An organizational change perspective’ volume 52 ıssue 5 pages 814-833.
  • [4] Liu, J.Y., Zou, P.X.W. and Gong, W. (2013), “Managing project risk at enterprise level: exploratory case studies in China”, Journal of Construction Engineering and Management, Vol. 139 No. 9, pp. 1268-1274.
  • [5] Adibi, S. (2007). “Industry should embrace risk management tools.” New York Construction News, 〈http://newyork.construction.com/opinions/ bottomline/archive/2007/06.asp〉 (Feb. 12, 2011).
  • [6] Holton, G.A., 1996. Closed Form Value at Risk. Contingency Analysis, from. http://www.contingencyanalysis.com/frame/framevar.htm.
  • [7] Deragon, J., 2000. Old Knowledge with a New Name. Retrieved November, from. http://riskmania.com/pdsdata/Old%20Knowledge%20With%20a%20New% 20Name-erisk.pdf.
  • [8] Banham, R., 1999. Kit and Caboodle: Understanding the Skepticism about Enterprise Risk Management. CFO Magazine (April).
  • [9] Miccolis, J., and S. Shah, 2000, Enterprise Risk Management: An Analytic Approach, Tillinghast–Towers Perrin Monograph (New York).
  • [10] IIA, 2001. Risk or Opportunity - the Choice Is Yours Retrieved. September, from. http://usfweb2.usf.edu/uac/documents/riskparadigm.pdf.
  • [11] Perrin, T.-T., 2001. Creating Value through Enterprise Risk Management - a Practical Approach for the Insurance Industry. from. http://www.towersperrin. com/tp/getwebcachedoc?webc¼till/usa/2001/200106/2002051306.pdf.
  • [12] D'Arcy, S.P., Brogan, J.C., 2001. Enterprise risk management. Journal of Risk Management of Korea 12 (1), 207-228.
  • [13] Dickinson, G., 2001. Enterprise risk management: its origins and conceptual foundations. The Geneva Papers on Risk and Insurance-Issues and Practice 26 (3), 360e366.
  • [14] Harrington, S.E., Niehaus, G., Risko, K.J., 2002. Enterprise risk management: the case of united grain growers. Journal of Applied Corporate Finance 14 (4), 71-81.[15] Barton, T., Shenkir, W., Walker, P., 2002. Making Enterprise Risk Management Pay off. books.google.com.
  • [16] Liebenberg, A.P., Hoyt, R.E., 2003. The determinants of enterprise risk management: evidence from the appointment of chief risk officers. Risk Management and Insurance Review 6 (1), 37-52.
  • [17] Sprčić, D.,Kožul, A.,Pecina, E (2017) ‘Managers’ Support – A Key Driver behind Enterprise Risk Management Maturity’ volume20 ıssue s1 pages 25-39.
  • [18] Manab, N.A., Kassim, I. and Hussin, M.R. (2010), “Enterprise-wide risk management (EWRM) practices: between corporate governance compliance and value creation”, International Review of Business Research Papers, Vol. 6 No. 2, pp. 239-252.
  • [19]Wu, D. and Olson, D.L. (2009), “Enterprise risk management: small business scorecard analysis”, Production Planning & Control, Vol. 20 No. 4, pp. 362-369.
  • [20] Bromiley, P., McShane, M.K., Nair, A., & Rustambekov, E. (2015). Enterprise Risk Management: Review, Critique, and Research Directions. Long Range Planning, 48(4), 265-276. DOI: 10.1016/j. lrp.2014.07.005.
  • [21] Weinstein, B., Blacker, K. & Mills, R. (2003). Risk management for nonexecutive directors: creating a culture of cautious innovation. Henley Discussion Paper no. 2. [Online]. http://www.henleymc.ac.uk/henleyres03.nsf/pages/hcvi.
  • [22] Zhao, X, Hwang, B G and Low, S P (2012) "Implementing enterprise risk management in a Chinese construction firm based in Singapore", Proceedings of World Construction Conference 2012 (CIB W107), 28-30 June, 2012, Colombo, Sri Lanka.
  • [23] Serpell, A.,Ferrada, X., Rubio, L. ve Arauzo, S., (2015). ‘Evaluating Risk Management Practices in Construction Organizations’, Procedia - Social and Behavioral Sciences, 201-210.
  • [24] Zhao X.; Hwang B, ASCE M.; ve Low S. P. (2014) ‘Investigating Enterprise Risk Management Maturity in Construction Firms’ Journal of Construction Engineering and Management, vol 140, ıssue 8, pages 0501-4006.
  • [25] Rodrigo Goyannes Gusmão Caiadoa; Gilson Brito Alves Limaa; Daniel Luiz de Mattos Nascimentoa; Julio Vieira,” GUIDELINES TO RISK MANAGEMENT MATURITY IN CONSTRUCTION PROJECTS”Netoa; Rodolpho Augusto Maultasch de OliveiraaBrazilian Journal of Operations & Production Management 13 (2016), pp 372-385.
  • [26] Wibowo, A., Taufik, J., (2017). ‘Developing a Self-assessment Model of Risk Management Maturity for Client Organizations of Public Construction Projects: Indonesian Context’, Procedia Engineering, 274-281.
  • [27] Beasley, M; Branson, B; Hancock, B (2017) ‘The state of risk oversight - An overview of enterprise risk management practices’ AICPA Poole College of Management Enterprise Risk Management Inıative, pages 1-17.
  • [28] Zhao, X., Hwang, B. ve Low, S.(2013). ‘’Critical success factors for enterprise risk management in Chinese construction companies’’, Construction Management and Economics, 1199-1214.
  • [29] Arena, M.,Arnaboldi, M., Azzone, G,(2011). ‘Is enterprise risk management real?’ Journal of Risk Research, volume 14 ıssue 7 pages 779-797.
  • [30] Beasley M. S.,Clune R., & Hermanson D. R. “Enterprise Risk Management: An Empirical Analysis of Factors Associated with the Extent of Implementation” The Journal of Accounting and Public Policy , 2005, Vol. 24, 521-531.
There are 29 citations in total.

Details

Primary Language Turkish
Subjects Engineering
Journal Section Articles
Authors

Tuğçe Ercan 0000-0002-0605-2181

Kübra Arı This is me 0000-0002-0605-2181

Publication Date September 30, 2020
Submission Date June 18, 2019
Published in Issue Year 2020 Volume: 8 Issue: 3

Cite

IEEE T. Ercan and K. Arı, “Yapım Firmalarının Kurumsal Risk Yönetimi Olgunluğunda Risk Yöneticisinin Rolü”, APJES, vol. 8, no. 3, pp. 439–449, 2020, doi: 10.21541/apjes.579463.