Results 341 to 350 of about 6,041,221 (359)
Some of the next articles are maybe not open access.
2014
This chapter compares and contrasts Risk Management (RM) with Crisis Management (CM). RM aims to calculate the expected damage that crises inflict. To do this, RM multiplies the likelihood of a crisis by its consequences measured in dollars, injuries, and so on. It then ranks crises in terms of their expected damage, and ignores crises that are below a
Can M. Alpaslan, Ian I. Mitroff
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This chapter compares and contrasts Risk Management (RM) with Crisis Management (CM). RM aims to calculate the expected damage that crises inflict. To do this, RM multiplies the likelihood of a crisis by its consequences measured in dollars, injuries, and so on. It then ranks crises in terms of their expected damage, and ignores crises that are below a
Can M. Alpaslan, Ian I. Mitroff
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SSRN Electronic Journal, 2010
We introduce risk and risk management with a patrimonial approach. We show how useful derivatives could be used.
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We introduce risk and risk management with a patrimonial approach. We show how useful derivatives could be used.
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2013
This revised and updated 3rd edition of Engineering Risk Management (ERM) presents an understanding and insights into what risk is, what constitutes it and how to interpret the building blocks of the concept. The book also elaborates on the differences between safety and security, and risk management metaphors.
Thierry Meyer, Genserik Reniers
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This revised and updated 3rd edition of Engineering Risk Management (ERM) presents an understanding and insights into what risk is, what constitutes it and how to interpret the building blocks of the concept. The book also elaborates on the differences between safety and security, and risk management metaphors.
Thierry Meyer, Genserik Reniers
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Managing the Risks: An Evaluation of Risk Management Processes
2006 IEEE International Multitopic Conference, 2006An effective project management is critical while developing software systems. Software development often involves the use of new technology, challenging requirements, and tight schedules or budgets, all making it particularly prone to several types of risks.
Javeria Samad, Naveed Ikram
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2012
‘If you can meet with triumph and disaster, and treat those two impostors just the same … ’ (Rudyard Kipling, If —, 1895).
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‘If you can meet with triumph and disaster, and treat those two impostors just the same … ’ (Rudyard Kipling, If —, 1895).
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MANAGED CARE AND RISK MANAGEMENT
Gastroenterology Clinics of North America, 1997The era of managed care medicine has brought with it new and interesting legal risks. This article presents the physician with an introduction to managed care and risk management. Medical malpractice, as it involves managed care organizations, is introduced, and several risk management strategies are developed to help the practicing physician.
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2015
Risk comes in many forms and how we perceive it affects what we are prepared to tolerate. The implementation of Health IT itself is associated with different varieties of risk (e.g. security, reputational, financial as well as clinical). Differentiating these allows us to manage them using the most appropriate techniques.
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Risk comes in many forms and how we perceive it affects what we are prepared to tolerate. The implementation of Health IT itself is associated with different varieties of risk (e.g. security, reputational, financial as well as clinical). Differentiating these allows us to manage them using the most appropriate techniques.
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Managing Risks of IT Outsourcing
2008Outsourcing is one of the most talked about and widely debated topics. Over the past few years, firms have been outsourcing their IT operations at increasing rates. The fact that firms are turning to outside vendors in increasing numbers in order to meet their needs does not mean that outsourcing is without problems. Firms often enter outsourcing deals
Leonardo Legorreta, Rajneesh Goyal
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Enterprise risk management and the healthcare risk manager
Journal of Healthcare Risk Management, 2001AbstractThe healthcare industry is dynamic and the industry changes require new tools to manage the risks generated by new core competencies. Silo‐centric practice is giving way to integration in the healthcare organization and in the discipline of risk management.
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