Knowledge management in support of enterprise risk management

Risk management and knowledge management have so far been studied almost independently. The evolution of risk management to the holistic view of Enterprise Risk Management requires the destruction of barriers between organizational silos and the exchange and application of knowledge from different risk management areas. However, knowledge management has received little or no attention in risk management. This paper examines possible relationships between knowledge management constructs related to knowledge sharing, and two risk management concepts: perceived quality of risk control and perceived value of enterprise risk management. From a literature review, relationships with eight knowledge management variables covering people, process and technology aspects were hypothesised. A survey was administered to risk management employees in financial institutions. The results showed that the perceived quality of risk control is significantly associated with four knowledge management variables: perceived quality of risk knowledge sharing, perceived quality of communication among people, web channel functionality, and risk management information system functionality. However, the relationships of the knowledge management variables to the perceived value of enterprise risk management are not significant. We conclude that better knowledge management is associated with better risk control, but that more effort needs to be made to break down organizational silos in order to support true Enterprise Risk Management

Defining the Concept of Brand Equity With Radical Transparency

Every company must seek the formula that works best for its particular culture and industry. There is no one right way to transform a conventional company into a value driven company. But all the authentically responsible companies subscribe to a set of principles about: the mission, vision, transparency, working, responsibility, openness, authenticity and innovation – all this put in an agenda for value driven companies which are prepared for the challenges we all face. This chapter analyses how the transformational forces: the tangible worth of intangible assets, the war for top-grade talent, the impressive power of inspired employees, the transparent supply chains, the global impact of NGOs, the informed global consumer reshape the business landscape. The insurgent companies that seize on these drives will create real value and increase their long-term profitability. The concept of radical transparency in business gives the companies the opportunity to win the battle for success differently from the competitors, which would ensure the company's sustainable growth and profitability, arousing from the well-shaped relationships with the stakeholders who provide value for the company. The company's brand would be a synonym for those connections

The Power of Associations in Creating, Building, and Sustaining Brand Value

Establishing connection with consumers or making existing communications more powerful is curcial to attain sustainability in today’s branding world. Day by day competition is getting more fierce, and the variety of products in the market even for one simple need is extraordinary in range of span. Consequently, brand managers go through rough times lately, constantly looking for alternative ways to differentiate themselves from brands of competition such as focusing on different aspects such as strengthening their images, placing associations in consumer minds, and designing better positioning to differentiate themselves apart from their competitors. Since literature is scarce with respect to pinpointing the role of brand associations in attaining brand reputation, this chapter attempted provide an overview to pinpoint the relationship between brand associations and purchasing behavior and the effects of brand associations on consumer perception to emphasize the role of associations in acquiring brand reputation. © 2019, IGI Global

Evaluating the Brand With Radical Transparency

The justification of all the theoretical knowledge in this book is verified through the evaluation of the brand, which is analyzed in this chapter. Gradually, we fully complete the concept: from idea to evaluation of the brand. The valuation of the brand through radical transparency is elaborated through several variants: the brand equity as a measure of the value of the brand, financial approaches to valuation of brands, integration of finance and marketing through the “best practice” approach for brand evaluation and the brand value chain. Thus, we conclude the efforts for the understanding, application and assessment of the brand equity as a source of competitive advantage through the prism of radical transparency