Yapım Firmalarının Kurumsal Risk Yönetimi Olgunluğunda Risk Yöneticisinin Rolü

Year 2020, Volume: 8 Issue: 3, 439 - 449, 30.09.2020

Tuğçe Ercan , Kübra Arı

https://doi.org/10.21541/apjes.579463

Cited By: 1

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.

Keywords

yapım yönetimi, kurumsal risk yönetimi, kurumsal risk yönetimi olgunluğu, risk yöneticisi

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

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.

Keywords

construction management, enterprise risk management (ERM), enterprise risk management maturity

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