Challenges for the construction of historical price indices : the case of Norway, 1777-1920

This paper reviews some methodological and practical problems encountered in the construction of historical price indices. The underlying data sets in such studies are often characterized by heterogenous and incomplete price series. It is shown that by using the repeat sales method for constructing the subindices for individual commodity groups some of the main problems can be overcome. The procedures are illustrated by material from the construction of monthly price indices for Norway from the year 1777 to 1920. The price indices shed new light on two great wartime in ationary episodes in Norway: 1807-1817 and 1913-1920. In spite of a 61-fold increase in the price level in the rst period and a 4-fold increase in the second, it is found that, after in ation had been brought under control, prices reverted to a level consistent with the purchasing power parity principle

Can Strategic Risk Management Contribute to Enterprise Risk Management? A Strategic Management Perspective

Within the discipline of enterprise risk management (ERM), strategic risk management (SRM) has become a subject of increasing interest to practitioners and academics. To our knowledge, the term “strategic risk management” first appeared in the management literature in 1985 and 1986 (Jammine, 1985; Figenbaum & Thomas, 1986) and in the academic finance literature in 1990 (Rawls and Smithson, 1990), although early usage of the term did not clearly relate to later conceptions. The phrase has been in use even longer than ERM (Bromiley, McShane, Nair, and Rustambekov, 2014). Even with this longevity, the meaning of the term remains unclear, with confusion increasing with the advent of ERM. For example, does SRM mean the management of a specific category of risks known as “strategic risks” (AICPCU, 2013) or does SRM mean strategic actions/responses taken to mitigate major uncertainties facing the enterprise? Can any type of risk potentially become a strategic risk, or are only certain types of risk strategic? Is SRM a separate type of risk management or a subset of ERM