Social Capital and Information Sharing: A Risk Management Technique for Work Camp Management

2012 ◽  
Author(s):  
Jing Lu
Keyword(s):  
Social Capital ◽  
Risk Management ◽  
Information Sharing ◽  
Management Technique

Risk Management using Cyber-Threat Information Sharing and Cyber-Insurance

2017 ◽  
Author(s):  
Deepak K. Tosh ◽  
Sachin Shetty ◽  
Shamik Sengupta ◽  
Jay P. Kesan ◽  
Charles Kamhoua
Keyword(s):  
Risk Management ◽  
Information Sharing ◽  
Cyber Insurance ◽  
Cyber Threat

Information Sharing and Risk Management

2017 ◽  
pp. 1-33
Author(s):  
Xinbao Liu ◽  
Jun Pei ◽  
Lin Liu ◽  
Hao Cheng ◽  
Mi Zhou ◽  
...  
Keyword(s):  
Risk Management ◽  
Information Sharing

scholarly journals Intersecting social-capital and perceived-efficacy perspectives to explain underperformance in community-based monitoring

Evaluation ◽  
2017 ◽  
Vol 23 (3) ◽  
pp. 339-357 ◽  
Author(s):  
Sara Dewachter ◽  
Nathalie Holvoet
Keyword(s):  
Social Capital ◽  
Information Sharing ◽  
Information Network ◽  
Community Based ◽  
Perceived Efficacy ◽  
Leadership Efficacy ◽  
Efficient Information ◽  
Social Capital Perspective ◽  
The Village ◽  
Efficacy Profile

While community-based monitoring is becoming increasingly commonplace, evidence as to its functioning remains inconsistent. Based on Ugandan village network and survey data, this article studies community-based monitoring from a social-capital and perceived-efficacy perspective. From a social-capital perspective, the prospects for community-based monitoring look promising as there is a high social-capital stock and an efficient information-sharing network galvanizing information for a few key individuals. The dominant efficacy profiles are also encouraging as there is an abundance of ‘followers’ (with high belief in collective capabilities) and some ‘leaders’ for collective action (with high belief in individual and collective capabilities). And yet, few community-based monitoring activities are undertaken. Our article shows that only the intersection of both theoretical lenses explains the underperformance in community-based monitoring, as those actors who are central in the information-sharing network do not have a ‘leadership’ efficacy profile while those who are ‘leaders’ are not central in the village information network.

Successful Collision Risk Management with Realtime Advanced Survey Correction in A Challenging Horizontal Well

2021 ◽  
Author(s):  
Tongkum Tossapol ◽  
Khamawat Siritheerasas ◽  
Feras Abu Jafar ◽  
Trinh Dinh Phu ◽  
Pham Nam Hieu
Keyword(s):  
Risk Management ◽  
Real Time ◽  
Separation Factor ◽  
3D Visualization ◽  
Management Technique ◽  
Collision Risk ◽  
Time Saving ◽  
Complex Design ◽  
Measurement While Drilling ◽  
Difficulty Index

Abstract The Well X in Nong Yao field, is an infill-well designed for the Gulf of Thailand which presented several interesting challenges due to its complexity, tortuosity, and potential collision risks with other wells. This paper demonstrates the application of a Real-time Advanced Survey Correction (RASC) with Multi Station Analysis (MSA) to correct the Measurement While Drilling (MWD)'s azimuth. The Well X is a 3D Complex design with a high drilling difficulty index (DDI) at 6.9, high tortuosity of 316 degree, and which has an aggressive build on inclination and azimuthal U-turning well path. The well also creates difficult doglegs severity (DLS) up to 5.5deg/100ft, which is near the limit of the flexibility required to achieve the horizontal landing point. The conventional MWD survey, with proximity scanning with the nearby Well A, demonstrates high risk with a calculated Oriented Separation Factor (OSF) of 1.01. The RASC-MSA method is applied with a clearly defined workflow during execution in real-time and provide significant improvement in calculated OSF. RASC-MSA is applied for every 1,000 ft interval drilling below the 9.625in casing shoe. The workflow ensures that the directional driller follows the corrected survey along the well path and especially in the last 300 ft before reaching the electrical submersible pump (ESP) tangent section. The result from RASC-MSA, indicated a 29 ft lateral shift on the left side of the MWD standard surveys. Without this technique, Well X has a high potential to collide with Well A and Well B (Figure 1) as the actual OSF may less than 1 while drilling. The final 3D Least Distance proximity scanning with Well A shows a minimum OSF = 1.35, which is a 30% improvement compared to the conventional MWD survey. Another nearby well, Well B, indicates a minimum OSF=1.66 and passed the anti-collision OSF rule. In consideration of the drilling efficiency, availability, cost effectiveness and time saving, the RASC-MSA analysis to correct the MWD's azimuth are applied and the separation factor can be improved by 30%. In conclusion, the collision risk management technique applied successfully met the complex challenges of Well X, which was successfully drilled and safely delivered. Figure 1 3D visualization to exhibit the collision issue between Well X and nearby existing Wells A and Well B.

Bridging the gap between supply chain risk management and strategic technology partnering capabilities: insights from social capital theory

2018 ◽  
Vol 23 (4) ◽  
pp. 278-292 ◽  
Author(s):  
Irène Kilubi ◽  
Helen Rogers
Keyword(s):  
Social Capital ◽  
Risk Management ◽  
Supply Chain ◽  
Organizational Performance ◽  
Social Capital Theory ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Capital Theory ◽  
Content Type ◽  
The Impact

Purpose As companies seek to continually innovate to remain globally competitive, they also need to be mindful of the impact of the potential associated supply chain risks. Hence, the purpose of this study is to explore the causal nexus of relationships linking supply chain risk management (SCRM) and strategic technology partnering (STP) capabilities (i.e. organizational capabilities, technological and innovative capabilities, learning and exploitation capabilities, complementary capabilities and network and partnership capabilities) as identified by Kilubi (2016). Design/methodology/approach The authors investigate STP capabilities that may positively influence SCRM and in turn foster organizational performance. By using conceptual theory building, the authors create a conceptual framework and use it to guide future investigation through research propositions. Social capital theory serves as the theoretical background. Findings Five STP capabilities have been identified as positive mediators for the relationship between SCRM and organizational performance, in particular flexibility and responsiveness. Originality/value This paper focuses on bridging the gap and identifying commonalities between two principal research disciplines, STP and SCRM, examining how these can be used to assist in the controlling and management of future risks. This study contributes to the ongoing development of SCRM and STP by integrating insights from social capital theory, supply chain management and strategic management.

Social capital, relational learning, and performance of suppliers

2018 ◽  
Vol 30 (2) ◽  
pp. 417-437 ◽  
Author(s):  
Badri Munir Sukoco ◽  
Hardi Hardi ◽  
Alfiyatul Qomariyah
Keyword(s):  
Social Capital ◽  
Supply Chain ◽  
Information Sharing ◽  
Knowledge Integration ◽  
Relational Learning ◽  
Social Practices ◽  
Sense Making ◽  
Content Type ◽  
And Performance ◽  
The Relationship

Purpose The relationship between buyers and suppliers over the years – social practices – facilitate the development of social capital (SC), and it contributes to the relationship performance (RP) for both parties. The purpose of this paper is to examine the mechanisms that transform SC into RP. By exercising the relationship learning (joint sense-making, information sharing, and knowledge integration), this paper proposes that SC will transform into RP. Design/methodology/approach Quantitative study was employed in this study. Questionnaires were distributed to first-tier supplier of Astra Group (Astra International) in Indonesia. In total, 211 questionnaires were used for data analysis in this study. Findings The results exhibit that cognitive and structural SC contribute to the development of relational SC. Further, relational SC was positively associated with joint sense-making, which then goes through information sharing, knowledge integration, and finally RP. Research limitations/implications The cross-sectional data in a specific context (a firm) in Indonesia serve as a major limitation of this study. The development of SC and learning as a social process might not be captured well by using the current method – surveys. Furthermore, a major problem is caused by a one-sided survey that depends on the suppliers’ perceptions and judgments of relationship learning and performance. Practical implications The results suggest that managers and other relationship actors would benefit from the competency to develop practices and activities with suppliers regarding developing trust. The trust development is facilitated by having common understanding and interactions regularly, either by participating in formal and/or informal activities with suppliers. Building consensus – joint sense-making, between buyers and suppliers are crucial practices in relationship learning before knowledge sharing and knowledge integration practices are in place. And finally, managers should actively integrate this knowledge in order to increase their RP. Originality/value This study empirically tests the supply chain practice view as a new theoretical perspective in the supply chain management literature. It also extends the utilization of social practices – SC – since it is crucial in a buyer-supplier relationship. It also presents that relationship learning is a mechanism that could transform SC into RP, and thus bridge the SC and collaborative learning theory. Finally, this study indicates that inside relational learning, there are sequences of joint sense-making-information sharing-knowledge integration, before it moves on to RP.

scholarly journals A Parsonian Approach to Patient Safety: Transformational Leadership and Social Capital as Preconditions for Clinical Risk Management—the GI Factor

2020 ◽  
Vol 17 (11) ◽  
pp. 3989 ◽  
Author(s):  
Holger Pfaff ◽  
Jeffrey Braithwaite
Keyword(s):  
Social Capital ◽  
Risk Management ◽  
Transformational Leadership ◽  
Patient Safety ◽  
Goal Attainment ◽  
Safety Management ◽  
Secondary Data ◽  
Clinical Risk Management ◽  
Cross Sectional ◽  
Clinical Risk

The purpose of this study is to investigate the role of the combination of transformational leadership and social capital in safety capacity building. Drawing on the A-G-I-L concept of Talcott Parsons, we test a model for patient safety. The hypothesis is, that good safety management needs a combination of goal attainment (G) and integration (I), here called the GI factor. We tested this hypothesis by using transformational leadership as a surrogate for goal attainment and social capital as a surrogate for integration in a study of the perceptions of chief medical officers in 551 German hospitals. We conducted a cross-sectional hospital survey combined with secondary data analysis in all German hospitals with at least one internal medicine unit and one surgery unit (N = 1224 hospitals) in the year 2008 with a response rate of 45% (N = 551). The regression model explained 17.9% of the variance in perceived clinical risk management. We found that if both requirements for goal-oriented collective action—transformational leadership and social capital—are met, good safety management is more likely. The tentative conclusion is that it takes transformative leaders and cohesive followers together as a social basis to improve safety in hospitals.

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