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The “Soft” Side of Strategic Risk Management: How Top Managers’ Leadership Style Affects Volatility in Performance

Chapter

Abstract

Enterprise Risk Management (ERM) deals with foreseeable risks in the form of various economic risks (i.e. currency and interest risk), operational risks (i.e. insurance, customer and supplier risk) and strategic risks (i.e. legal, patent, environmental risks) (DeLoach, 2000; Doherty, 2000; Lam, 2003). Whereas extant research has greatly enhanced our understanding of how to identify, measure, and handle such risks, it might be time to widen the perspective of risk management practice. In today’s increasingly unpredictable environments, managing foreseeable risks may not be enough to be successful.

Keywords

Innovation Performance Leadership Style Strategic Management Journal Corporate Entrepreneurship Human Resource Management Practice 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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© Simon S. Torp and Stefan Linder 2014

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