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Offshoring involves transferring or sharing management control and/or decision making of a business function to a supplier in a different country, which entails a degree of two‐way information exchange, coordination and trust between the overseas supplier and its client. The purpose of this paper is to understand the current trend of offshoring and identify the risks involved in offshoring. This paper also proposes a risk mitigation strategy to combat offshoring risks.

The research is primarily based on professional literature reviews to identify risks associated with offshoring, which are mainly classified, in structural and operational risks categories. Additional risks are identified in the following areas: transaction, financial, value, socio‐economic, country risks and so forth. This research provides mitigation strategies to minimize or eliminate these risks. A survey of business individuals is used to determine the general perceptions of offshoring and the associated risks. Finally, the mitigation strategy is applied in a real‐life instance to validate its usefulness.

The research indicates that a majority of business professionals have little or no knowledge of methods to mitigate offshoring risk, though the marketplace trend is towards more offshoring in the future. Companies continue to increase the amount of offshoring activities without properly considering the associated risks.

The effects of improper implementation of offshoring activities have led to much publicized product recalls that have harmed firm profits. Managers need to use the developed mitigation strategy or develop their own model to address the risks of offshoring. Continued failure to do so will become evident as product recalls increase and customer satisfaction levels decrease.

This study serves as a framework for the thought process that should occur for successful offshoring activities. Companies that use this framework should tailor it to their individual situations to maximize its efficacy.

There are various risks that can derail the adoption of business analytics (BA) practice in a telecom service provider (TSP) thereby jeopardising the possibility to increase profitability and improved customer experience. The purpose of this paper is to analyse different associated risks using situation-actor-process, learnings-actions-performance (SAP-LAP) model and build mitigation strategies for the adoption. Also the risks are ranked using the interactive ranking process (IRP) methodology and the dominating matrix provides insight to the actions and actors that need attention to improve the processes and performance.

A case study of a TSP (X1) was analysed through close interactions with experts within the company and externals involved in setting up the BA practice in X1. Using the SAP-LAP framework risks were identified and then the IRP was used to rank the actors w.r.t performance and actions w.r.t processes.

X1 has taken initiatives for setting up the BA practice in order to improve the profitability and customer experience through data insights. The suggested conceptual SAP-LAP model helps to address risk mitigation strategies for its adoption and the IRP frameworks helps in understanding the prioritisation matrix (using the ranking) to be considered to mitigate the risks.

The IRP framework is limited to certain relationships between actors, w.r.t processes and actions w.r.t performance for the prioritisation matrix of identified risks. This has scope to be further expanded to other relationships and therefore refining the findings. Also this approach could be used to study other industries too.

SAP-LAP model identifies the risks in adopting the BA practice in a TSP. The synthesis of SAP leads to LAP, which bridges the gap by suggesting improvement actions based on the learning from the present situation, actors and processes. IRP provides the prioritisation matrix for mitigating the risks by identifying the dominating factors.

BA practice plays a dominant role in a TSP. An approach to study the risks of its adoption using the SAP-LAP and IRP framework bridges the gap between the academic and corporate world. This paper is very relevant to managers involved in setting up a BA practice. For the academic, use of research model validates the identification of risks that are recognised in the corporate world and prioritising the risks that need to be addressed.

This paper aims to evaluate non-financial reporting (NFR) frameworks insofar as risk reporting is concerned. This is facilitated through analysis of the adequacy of climate- and pandemic-related risk reporting in three industries that are both significantly impacted by the COVID-19 pandemic and are at risk from climate change. The pervasiveness of pandemic and climate-change risks have been highlighted in 2020, the hottest year on record and the year the COVID-19 pandemic struck. Stakeholders might reasonably expect reporting on these risks to have prepared them for the consequences.

The current debate on the “complexity” of sustainability and NFR frameworks/standards is critically analysed in light of the COVID-19 pandemic and calls to “build back better”. Context is provided through analysis of risk reporting by the ten largest airlines and the five largest companies in each of the hotel and cruise industries.

Risk reporting on two significant issues, pandemics and climate change, is woefully inadequate. While very little consideration has been given to pandemic risks, disclosures on climate-related risks focus predominantly on “risks” of increased regulation rather than physical risks, indicating a short-term focus. The disclosures are dispersed across different corporate reporting media and fail to appreciate the long-term consequences or offer solutions. Mindful that a conceptual framework for NFR must address this, the authors propose a new definition of materiality and recommend that sustainable development risks and opportunities be placed at the core of a future framework for connected/integrated reporting.

For sustainable development risks to be perceived as “real” by managers, further research is needed to determine the nature and extent of key sustainable development risks and the most effective mitigation strategies.

This paper highlights the importance of recognising the complexity of the issues facing organisations, society and the planet and addressing them by encouraging robust consideration of the interdependencies in evolving approaches to corporate reporting.

This study contributes to the current debate on the future of corporate reporting in light of two significant interconnected crises that threaten business and society – the pandemic and climate change. It provides evidence to support a long-term oriented and holistic approach to risk management and reporting.

This paper explores the strategies and roles for the organisation’s corporate real estate function during times of increased uncertainty. Although business continuity planning (BCP) might appear to be a separate and unique effort, there are synergies between continuity planning and standard business planning functions. It is suggested that enterprises should avoid the historically common mistake of stove‐piped planning within the context of BCP. Rather, enterprises must fully embrace an integrated approach to business continuity from crossfunctional to cross‐informational. If done correctly, business continuity planning can become a strategic asset that fully leverages an essential factor, the corporate real estate function.

This study aims to analyse the resilience strategy utilized by small and medium-sized enterprises (SMEs), enabling these businesses to effectively adapt their operations in response to varying conditions by providing them with essential resources. SMEs operate in marketplaces that are both dynamic and frequently tumultuous. These markets provide SMEs with a variety of obstacles, including economic ups and downs, advances in technology, evolving customer tastes and new regulatory requirements. SMEs need to create a strategic strategy to survive and grow in such situations. This strategy ought to help strengthen their resiliency and make it possible for them to make the most of emerging opportunities while simultaneously lowering the dangers.

The questionnaires adopted and adapted from previous research served as the basis for gathering the data. The manufacturing industry was polled through the use of questionnaires. To test the hypothesis, the data were analysed using Smart PLS. Through the use of closed-ended questions directed to the proprietors, managers or senior executives of SMEs, data were collected from each and every institution in the sample. Following the examination of the data by means of descriptive analysis and the presentation of several scenarios using information relating to SMEs, the findings were presented.

The ambidextrous strategies that are used by SMEs have a propensity to offer a constructive contribution to SMEs. In this study, it was discovered that ambidexterity, which is defined as the capacity to both seek and capitalise on possibilities, has a significant bearing on the organisational effectiveness of SMEs. The results showed that ambidextrous strategies have a propensity to work as mediators in interactions involving proactive resilience tactics and performance.

The research expands our understanding of how SMEs in the manufacturing sector may improve their performance by concentrating on growing their ambidextrous strategies.

This study provides a plausible explanation of two crucial management mechanisms for enhancing the sustainability of organisational effectiveness. The relationships between ambidextrous capabilities and firm effectiveness are malleable, and this study suggests that nurturing formal and informal relationships may be the key to SMEs' long-term sustainable performance. Improving the knowledge and performance of supply chain systems for SMEs in the manufacturing sector and boosting their competitiveness in domestic and international markets are the practical contributions of this study.

Our comprehension of monitoring, cooperation and innovation within social management was deepened as a result of these facts. In addition, the study conducted in the sector uncovered four essential connections that outline how managers should actively work towards lowering social risks, developing new possibilities and increasing business performance. These capacities and links, when taken as a whole, provide the foundation upon which an integrated framework and five research propositions are built.

This research offers a convincing explanation of fundamental management processes for enhancing the sustainability of organisational effectiveness. This research implies that developing formal and informal interactions may be the key to the sustainable performance of SMEs over the long run. The relationships between ambidextrous capabilities, methods and organisational effectiveness are flexible, and this study also suggests that these relationships may be shaped. The practical contributions made by this research include boosting the understanding and performance of supply chain systems for SMEs as well as the competitive power of these businesses in both local and international markets.

The purpose of this research is to provide a strategic framework for business resilience plans (BRPs) to guide micro, small, and medium-sized firms (MSMEs) in determining their adaptability level and providing information on agility and resilience tactics while coping with turbulence.

A systematic literature review (SLR) is used in this work to collect and acquire a complete and high-quality sample of academic journal articles. As the primary focus, 63 high-quality journals were chosen from 154 academic papers in the Scopus and Web of Science databases by using qualitative data analysis. The method of thematic analysis incorporating grounded approach analysis was utilized for creating themes and key findings in this study.

This study proposes the dimensions of the BRPs framework along with key findings to identify future research directions for MSMEs. The three dimensions of BRP include responsiveness, reactiveness, and proactiveness based on the principles of agility, absorption, and resilience.

This study proposes a sustainable and resilient framework for post-disaster MSMEs as a catalyst towards sustainably resilient MSMEs. This study highlights viable avenues for future research for academics and provides a resilient plan at various levels for business owner-managers.

Basel III regulations require banks to protect themselves against strategic risk. This paper aims to provide a comprehensive and measurable definition of this risk and proposes a framework to estimate economic capital requirements.

The paper studies the literature and solicits expert opinion in formulating a comprehensive and measurable definition of strategic risk. The paper postulates that the economic capital for a bank’s strategic risk should be estimated using the cost of equity as the profitability threshold, rather than zero and develops a simulation-based framework to estimate economic capital.

The framework closely matches the actual economic capital outlay for strategic risk from our case study of ABN AMRO. It is shown that a bank’s strategic growth plans can fall into one of two scenarios based on risk-return characteristics. In one scenario, the required economic capital outlay will increase, and decrease in the other.

This framework is generalizable and makes use of widely accepted and used practices in banks, making it readily implementable in practice. It does not introduce errors resulting from model selection, parameterizations or complex calculations.

Society would be worse off in the absence of banking and lending services. Banks need to take risks to grow and stay competitive. The framework facilitates better strategic risk management, protecting banks from collapse and reducing the need for taxpayer-funded bailouts.

The paper provides a measurable and practitioner-verified definition of strategic risk and proposes a simple framework to estimate economic capital requirements, a crucial topic, given the threats and increased levels of strategic risk facing banks.

This paper aims to propose a process optimization approach showing how organizations are able to achieve sustainable and efficient process optimization, based on integrated process-risk analysis using several criteria to a better decision-making.

Several approaches are used (functional/dysfunctional) to analyze how processes work and how to deal with risks forming multi-criteria decision-making. In addition, a risk factor is integrated into the structured analysis and design techniques (SADT) method forming a novel graphical view SADT-RISK; it identifies process’s failures using the traditional failure modes, effects and criticality analysis (FMECA) and economic consideration “failure mode and effect, criticality analysis-cost FMECA-C” making a multi-criterion matrix for better decision-making. Subsequently, some recommendations are proposed to overcome the failure.

This paper illustrates a methodology with a case study in a company, which has a leading brand in the market in Algeria. The authors are integrating a varied portfolio of approaches linking with each other to analyze, improve and optimize the processes in terms of reliability and safety to deal with risks; reduce the complexity of the systems; increase the performance; and achieve a safer process. However, the proposed method can be readily used in practice.

The paper provides a new approach based on integrated management using new elements as an innovative contribution, forming a novel graphical view SADT-RISK; it identifies process’s failures using the traditional FMECA and economic consideration “a new multi-criterion matrix for better decision-making and using the SWOT analysis – Strengths, Weaknesses, Opportunities, Threats – as a balance to decide about the process improvement”. The authors conclude that this methodology is oriented and applicable to different types of companies such as financial, health and industrial as illustrated by this case study.

This paper aims to inform the reader of the nature of Japanese organize crime (“the Yakuza”) and the extent to which it has penetrated and is a powerful force in nearly all facets of Japanese society – with particular focus on the “legitimate” business and financial worlds. The paper also describes in detail the actual harmful effects of Yakuza influence and also provides a cautionary note for foreign business ventures in Japan.

The paper offers an in-depth narrative description based on the author’s over 20 years’ experience researching the topic along with practical experience gained while working in the business risk mitigation field in Japan and assisting private entities in avoiding underworld entanglements.

The paper demonstrates how the Yakuza remains a potent force with widespread influence in Japan, despite the government’s enactment of specific regulations designed to pressure underworld organizations.

The paper offers insights into an aspect of Japanese society that receives limited examination, and the information contained in the article is potentially useful to other scholars and the foreign business community as well. The Yakuza are a broad topic, and the author’s perspectives are necessarily focused on cases of Yakuza involvement in the legitimate economy and political world rather than the entire panoply of underworld activity.

The insights and descriptions of underworld involvement in “legitimate” parts of Japanese society might encourage Japanese authorities to assess why the Yakuza remain entrenched and take appropriate counter measures.

The paper is potentially of use to foreign business and governmental organizations in better understanding and countering risks and threats posed by the Japanese underworld, both in Japan and beyond its borders.

This topic is infrequently covered in any depth in English language sources and seldom if ever by someone with over two decades of practical experience identifying and helping private entities navigate around Yakuza dangers.

The Arab world is made up of 22 countries in the Middle East and North Africa. These countries are subjected to many social, economic, political and geographical vulnerabilities contributing to increased risks or ineffective emergency and disaster management. This paper examines these vulnerabilities, how they may impact the country's ability to face disasters, and how they can improve disasters' overall management.

The author selected Qatar, Oman to represent the Arab oil-rich countries, while Jordan, Egypt and Morocco to represent non-oil rich countries. The research was conducted in a qualitative, inductive systematic literature review based on a well-established systematic literature review methodology. Selected literature was based on its recency and the countries in question.

The review reveals population gaps that could threaten the social system in the event of a disaster in countries like Qatar and Oman. The majority of the countries lack community engagement and pre-planning for emergency preparedness due to social and cultural barriers. Other nations like Jordan, Egypt and Morocco are prone to long-lasting economic challenges due to lack of resources, mismanagement or corruption. The paper also highlights the need to raise the educational attainment among citizens to understand disaster risk reduction.

This study utilized the research method developed by Williams et al. (2017) to present a comprehensive systematic and comparative review of disaster management in the Arab world. Considering that disaster and emergency management has remained disproportionately unexplored in the Arab world, this paper reviewed several vulnerabilities and how those vulnerabilities may affect disaster and emergency management efforts in the Arab countries.