The dynamics of (dis)integration in enterprise risk management

Palermo, Tommaso ORCID: 0000-0002-6021-6052 (2018) The dynamics of (dis)integration in enterprise risk management. LSE Business Review (22 Oct 2018). Blog Entry.

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Abstract

When the word ‘integrated’ is associated to a business practice, an organisational environment, or a workplace, it is often good news. The term has a positive connotation in common language, expressing something that is ‘systematic’, ‘comprehensive’, ‘coherent’, ‘cohesive’ etc. Indeed, dictionary definitions leave no doubt. Something is integrated if ‘two or more things [are] combined in order to become more effective’ (emphasis added, see here). Organisational risk management processes are no exception. In the last two decades, a burgeoning number of consulting papers and professional guidance documents suggest that ‘integrated’ risk management, providing a holistic view of enterprise-wide risks, is key to success (see, for example, this). In short, the terms ‘integration’ and ‘integrated’ seem to possess a sacred quality that makes it difficult for a ‘rational’ person to be against them, just like other words such as ‘efficient’ and ‘transparent’.

Item Type:	Online resource (Blog Entry)
Official URL:	https://blogs.lse.ac.uk/businessreview/
Additional Information:	© 2018 The Author(s)
Divisions:	LSE Accounting
Subjects:	H Social Sciences > HC Economic History and Conditions H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Date Deposited:	18 Mar 2021 13:57
Last Modified:	14 Jun 2024 23:18
URI:	http://eprints.lse.ac.uk/id/eprint/109226

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