Accountability

, 24, 79–80

American Institute of Certified Public Accountants (AICPA)

, 15

“Analytic of relations of power”

, 21

Association of Insurance and Risk Manager (AIRMIC)

, 45

Balanced scorecard (BSC)

, 84

Belief systems

, 10

Bottom-up accountability

, 80

Boundary systems

, 10

“Boundary work” concept

, 53–54, 80

British Standard Institution (BSI)

, 46

Budgeting process

, 72

Business

business-oriented role

, 80–81

core

, 71–72

ethics

, 20

measurement of

, 21

model

, 17–18

objectives

, 48

partner role

, 74

practice

, 11–12

processes

, 8

risk management in

, 76–77

strategy

, 73–74

threat/opportunity picture of

, 17

Business intelligence and analytics technologies (BI&A technologies)

, 27

Calculative culture. See Calculative idealism

Calculative idealism

, 43, 72

Chartered Institute of Management Accountants (CIMA)

, 15, 77

Chief risk officer

, 79–80

Classic tripartition

, 7

Cloud computing technologies

, 27

Command-and-control approach

, 13

Committee of Sponsoring Organizations of Treadway Commission Framework (COSO Framework)

, 19, 46, 75

“Communication vehicles”

, 76

Communicative path dependency

, 73–74

Compliance

, 79–80

Corporate governance

, 74–75, 78–79

code

, 24–25, 51

Decision-making process

, 1, 7, 72–73

Disconnected configuration

, 70–71, 73

Disruptive technologies (DTs)

, 85

“Dr. Jekyll–Mr. Hide” effect

, 95

Eco Management and Audit Scheme (EMAS)

, 24

Economic-financial communication

, 9

Enterprise Resource Planning systems (ERP systems)

, 25–26

“Enterprise Risk Management Framework–Integrating with Strategy and Performance”

, 47

Enterprise risk management systems (ERM systems)

, 1, 35, 93

insurance management

, 35

pathway to

, 37–43

practice and policy makers’ efforts

, 43–50

effect of raising forces

, 50–60

risk management

, 35–36

“strategy and objective-setting”

, 48

“Enterprise Risk Management–Integrated Framework”

, 47

“Enterprise Risk Management–Integrating with Strategy and Performance”

, 47–48

Enterprise risk performance management system (ERPM system)

, 70, 78

Environmental, social, and governance communication (ESG communication)

, 24

Ethylism

, 21–22

“Everybody does it” syndrome

, 42

Evolution process

, 14

Federation of European Risk Management Association (FERMA)

, 45–46

Global Management Accounting Principles (GMAP)

, 15

Global Reporting Initiative

, 24

Global Risk Management Standard

, 45

Global Risk Report

, 56

“Governance and culture”

, 48

Herrschaft concept

, 81

Historical-materialist approaches

, 21

Holistic theory

, 10–13

“Information, communication and reporting”

, 48–49

Information technology (IT)

, 58

Institute of Risk Management (IRM)

, 45

Insurance management

, 35

Integrated configuration

, 73, 82

Integrated Information System (IIS)

, 25–26, 84

Integrated risk management (IRM)

, 36–37

Integration of PMS and ERM

, 70

need for

, 70–77

possible effect of raising forces

, 77–85

Internal audit

, 16–17, 44

Internal Control

, 16

Internal Control: Integrated Framework

, 75

International Federation of Accountants (IFAC)

, 14

International Group of Controlling

, 18

International Organization for Standardization (ISO)

, 24, 46

ISO 31000 Risk Management Guidelines

, 46

Key indicators

, 73–74

Key performance indicators (KPIs)

, 10

Key performance risk indicators (KPRIs)

, 83–84

Key risk indicators (KRIs)

, 39, 73–74

Levers of Control Framework (LOC Framework)

, 10

Likert scales

, 73–74

Macht

, 81

Management accountant

, 79–80

Management accounting

, 5–6, 72

Management accounting systems (MAS)

, 5–6, 9, 14, 25–26

Management control

, 5–6

Modus operandi

, 70, 81

“Nondecision-making”

, 21–22

Nonstatutory model

, 12

Open Compliance and Ethics Group (OCEG)

, 46

Performance

, 79–80

management

, 69–70, 93

performance-oriented approach

, 76–77

synergy between risk management and

, 72

Performance management systems (PMS)

, 1, 11–12, 73–74

BI&A technologies

, 27

historical-materialist approaches

, 21

issues of accountability

, 21

management accounting techniques

, 26

management control

, 5

management of organizational complexity

, 25

pathway to

, 6–14

practice and policy makers’ efforts

, 14–19

professional approach

, 19

quantitative approach

, 6

sustainability balanced scorecard

, 24

sustainability control systems

, 23

techniques in management accounting

, 27

Pluralism

, 21–22

Power dynamics

, 53

PricewaterhouseCoopers survey

, 52

Public Risk Management Association

, 45

Quantitative approach

, 6

Quantitative-monetary parameters

, 7–8

Quantitative-physical indicators

, 7–8

Review and revision”

, 48

Risk

, 37, 39

dimension

, 18

risk-based performance management system

, 78

“Risk communication”

, 73–74

Risk management

, 16, 37, 69–70

standard

, 45

synergy between performance management and

, 72

Risk Management Guidelines

, 46

“Risk talk”

, 83

Risk-enabled performance management (REPM)

, 44–45, 76–77

“Rubik’s cube”

, 79

Sarbanes–Oxley Act

, 78–79

Self-Regulatory Codes

, 24–25

Silo approach

, 38, 41, 73

Social risk management (SRM)

, 57

“Strategy and objective-setting”

, 48

Strategic performance management systems

, 84

“Strategic risks”

, 84

Subjectivist approach

, 21–22

Sustainability

, 55

balanced scorecard

, 24

risk identification

, 56

values

, 23–24

Sustainability Control Systems

, 23

Technological impacts

, 58

Top-down accountability

, 80

Triple Bottom Line model

, 82

“Uncertainty”

, 37

Value at Risk (VaR)

, 38

Volatile, uncertain, complex, and ambiguous (VUCA)

, 1, 19–20, 50

Weber’s approach

, 13