Acceptance Risk (Strategy) - Definition
If you still have questions or prefer to get help directly from an agent, please submit a request.
We’ll get back to you as soon as possible.
- Marketing, Advertising, Sales & PR
- Accounting, Taxation, and Reporting
- Professionalism & Career Development
Law, Transactions, & Risk Management
Government, Legal System, Administrative Law, & Constitutional Law Legal Disputes - Civil & Criminal Law Agency Law HR, Employment, Labor, & Discrimination Business Entities, Corporate Governance & Ownership Business Transactions, Antitrust, & Securities Law Real Estate, Personal, & Intellectual Property Commercial Law: Contract, Payments, Security Interests, & Bankruptcy Consumer Protection Insurance & Risk Management Immigration Law Environmental Protection Law Inheritance, Estates, and Trusts
- Business Management & Operations
- Economics, Finance, & Analytics
What is Acceptance Risk?
The major goal of risk management is to identify and analyze risks and devise means to combat the risk. A risk can be accepted, transferred, avoided, minimized, and retained. Acceptance risk is an organizational risk that is identified, and the organization sees no need to spend money and time reducing the risk because its impact is bearable.
Aside from using acceptance risk as a form of risk management, there are other approaches. Below are other strategies that can be used for risk management;
- Risk Transfer: this is also known as risk sharing. This technique is used when several parties are involved in a project, they can transfer of shares the risks among themselves.
- Risk Avoidance: This is a strategy of eliminating all risks that can have impacts on a business or project.
- Risk Mitigation: This entails minimizing or reducing the impacts of risk.
- Risk Exploitation: This is a strategy used when a risk signals a positive effect. For instance, a popular product but with less staff can exploit a risk by bringing additional staff.
Academics research on Accepting Risk
- Faster, better, and cheaper at NASA: Lessons learned in managing and accepting risk, Paxton, L. J. (2007). Faster, better, and cheaper at NASA: Lessons learned in managing and accepting risk. Acta Astronautica, 61(10), 954-963. Is it possible for missions geared towards the observation of the Earth to be carried out better, faster and cheaper? This paper explores issues emanating from doing it faster, better and less expensive at NASA. Some failures were recorded by the FBC mantra coupled with a surge in the frequency of missions. Mission cadence or frequency drives innovation, training, and testing of next-gen leaders in management, engineering, and science. To maintain and create skills in designing missions, management, and execution, high mission cadence are non-negotiable. Time must be short enough to train leaders for exploration-based organizations.
- Accepting Risk-Daring Greatness, Platt, L. (2004). Vital Speeches of the Day, 70(14), 445. Globalization and entrepreneurship are two sides of a coin. In today's world, a global mindset is an indispensable asset for every entrepreneur. Lewis Platt asserted that every entrepreneur must seek out opportunities wherever possible and must look beyond the boundaries of existing business relationships.
- Accepting Risk: Responsibility Versus Liability, James, A. N., & Papermaster, G. E. (1990). In Bioprocessing Safety: Worker and Community Safety and Health Considerations. ASTM International. The Biotechnology industry is experiencing significant growth; recent innovations in technology have aided the development of new products at the speed of light. Notwithstanding, producers of biotechnology products use a lot of local laboratory methods, new mechanisms are being created that are better and more appropriate to the recent innovations. Consequently, the potential risks and liabilities remain the same; bioprocessing has its customized dangers and liabilities. This paper provides a discussion on who bears the risk and shares ways of mitigating the risks relating to bioprocessing technology. [CITATION]
- Shared savings don't go far enough in accepting risk., Jacobson, C., & Evans, M. (2015). Modern healthcare, 45(46), 34. Shared savings are inconsequential in risk acceptance.