Abstract
The Risk-Based Performance Management framework and methodology provides organizations with an integrated strategy and risk management approach which places risk, and specifically risk appetite, at the core of strategy execution.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Notes
Zachary A. Goldfarb and Lisa Rein, JPMorgan Chase Execs May Depart as CEO Jamie Dimon Acknowledges “Terrible, Egregious Mistake” on Trading, The Washington Post, May 2012, USA
Andrew Smart, At the Intersection: An Investigation into the Integration and Alignment of the Balanced Scorecard with Operational Risk Management Frameworks to Enhance Strategic Execution in the UK Financial Services Industry. MBA Dissertation, Henley Management College, UK, 2006
Dr Robert Kaplan and Dr David Norton, Measures That Drive Performance, Harvard Business Review, January/February 1992
See as examples, Dr Robert Kaplan and Dr David Norton, The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, 1996 and Creating the Strategy-Focused Organization, Harvard Business School Press, 2001
Adrian Cadbury, Financial Aspects of Corporate Governance, 1992, see http://www.ecgi.org/codes/documents/cadbury.pdf
Author information
Authors and Affiliations
Copyright information
© 2013 Andrew Smart and James Creelman
About this chapter
Cite this chapter
Smart, A., Creelman, J. (2013). Risk-Based Performance Management: An Explanation of This New Strategic Paradigm. In: Risk-Based Performance Management. Palgrave Macmillan, London. https://doi.org/10.1057/9781137367303_2
Download citation
DOI: https://doi.org/10.1057/9781137367303_2
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-33697-5
Online ISBN: 978-1-137-36730-3
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)