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EN
Risk is an unavoidable phenomenon in construction projects. Proper risk allocation in construction contracts has therefore come to assume prominence because risk identification and risk allocation have a clear bearing on risk handling decisions. The proper management of risks requires that they be identified and allocated in a well-defined manner. This can only be achieved if contracting parties comprehend their risk responsibilities, risk event conditions, and risk handling capabilities. This research aims at identifying the risk responsibilities of contractual parties in order to improve their risk handling strategies with regard to Sri Lankan road projects. Semi-structured interviews were used for the primary data collection. This was complemented with documentary evidence. The results show that road construction projects in Sri Lanka are exposed to many risk sources while most risks are borne by parties who were assigned with risks via contract clauses. However, parties not allocated with risks too happened to bear the consequences of such risks. Therefore, it is concluded that there is noonebest way to respond to a risk and that different risk handling strategies should be adopted in order to deal effectively with risks.
LT
Rizika - neišvengiamas statybu projektu reiškinys. Todėl svarbus tapo tinkamas rizikos paskirstymas statybu rangos sutartyse, nes rizikos nustatymas ir rizikos paskirstymas daro akivaizdžia itaka rizikos valdymo sprendimams. Norint gerai valdyti rizika, reikia ja nustatyti ir tinkamai paskirstyti. Tai imanoma tik tuomet, jei sutarties šalys supranta savo atsakomybe už rizika, rizikos atveju salygas ir rizikos valdymo galimybes. Šiame tyrime, siekiant pagerinti sutarties šaliu rizikos valdymo strategijas, mėginama nustatyti, kokia atsakomybe už rizika prisiima sutarties šalys pagal Šri Lankos keliu tiesimo projektus. Pirminiai duomenys surinkti iš pusiau strukturiniu interviu. Jie papildyti dokumentiniais irodymais. Iš rezultatu aiškėja, kad keliu tiesimo projektai Šri Lankoje imlūs daugybei rizikos šaltiniu, o daugeli rizikos rūšiu prisiima šalys, kurioms rizika priskiria sutarties nuostatos. Tačiau šalys, kurioms rizika nėra priskirta, kartais irgi patiria tokios rizikos pasekmiu. Todėl daroma išvada, kad nėra vieno geriausio būdo reaguoti i rizika ir kad reikia taikyti ivairias rizikos valdymo strategijas, siekiant efektyviai spresti rizikos situacijas.
EN
Aim/purpose – The purpose of this paper is to understand possible methods of identifying churn risk in small and medium-sized start-up companies. Design/methodology/approach – This paper describes the case study of a German IT start-up company and its churn risk identification approach. All presented insights are based on the company’s internal documentation. Additionally, the author conducted online surveys addressing 50 client teams asking them to assess the occurrence probability of the most common risk. The surveys have been conducted every month (August- -November 2017) with 16 middle and upper managers. Findings – Based on the research findings, it has been found out that consideration of customer opinions and estimations is very important to prevent the potential churn and strengthen marketing controlling systems. When a company aims to start tracking potential risks, it is recommendable to focus on small steps and continue adding additional risk factors that need to be tracked. Research implications/limitations – This case study shows that a customized churn risk identification system does not have to be very advanced or sophisticated. The most important aspect of an effective churn risk identification system is its ability to be fully implemented, controlled, and corrected in case of any methodological issues or inconsistencies. However, the core key performance indicators should not be assessed based on the internal input, as self-evaluation approach tends to be very error-prone and subjective. Originality/value/contribution – The research confirms that it is important to introduce risk identification as a holistic process, focusing not only on defining potential risks, but also estimating which risk factors are the most important ones from the strategic point of view. Introducing churn risk KPIs and tracking them on a regular basis contributes to transparency and creativity of strategic and tactical management, enabling managers to identify issues and address them in a proactive manner.
PL
Profesjonalny i obiektywny audyt wewnętrzny jest dla kierownictwa podstawowym źródłem informacji o jednostce gospodarczej. Przepisy wprowadziły obowiązek stworzenia procedur systemu kontroli wewnętrznej – zbioru zasad i mechanizmów, służących zapewnieniu prawidłowego działania przedsiębiorstwa. W ostatnich latach bardzo duże znaczenie przywiązuje się do audytu finansowego, który jest istotnym instrumentem zarządzania jednostkami. Celem artykułu jest przedstawienie uwarunkowań prawnych audytu w Polsce, a także analiza teoretycznych oraz praktycznych aspektów dotyczących audytu w przedsiębiorstwie. Zastosowane metody badawcze opierają się na studiach literaturowych z badanego zakresu oraz analizie przeprowadzonego zadania audytowego, a także na ocenie wpływu narzędzia, jakim jest audyt finansowy, na możliwość ograniczania wystąpienia zagrożeń płynących z zewnątrz oraz ryzyk z wnętrza organizacji.
EN
Professional and objective internal audit management is the primary source of information about the enterprise. Legislation introduced the obligation to create a system of internal control procedures – a set of principles and mechanisms for ensuring the proper operation of the company. In recent years, great importance is attached to an audit of a very important instrument for managing the units. The aim of this article is to present the legal requirements of the audit in Poland, as well as an analysis of theoretical and practical aspects of the audit in company. The research methods used are based on the study of literature from the test coverage and analysis conducted engagements and impact assessment tool which is a financial audit from the dangers of the outside and from inside the organization risks.
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