چكيده به لاتين
One of the developed models of risk management used in advanced development projects is enterprise risk management (ERM). Recently, enterprise risk management is considered as an approach that identifies and manages risks in a comprehensive manner. The integration of an enterprise risk management system with strategy is expected to be the basis for the development of efficient and effective risk management systems in organizations and companies that adopt this approach. The purpose of this research is to identify the components of the enterprise risk management framework in line with the determination strategy and criteria for its successful implementation, and can be used by developing and knowledge-based companies, then ranking the importance of the factors, and Organizations can allocate their knowledge and capital to the most effective criteria. In order to achieve this goal, following the review of comprehensive literature, and with the opinion of experts and experienced experts in this field, 16 factors were extracted and classified into three areas of enterprise risk management. Comprehensive statistical research including architects, engineers, contractors, consultants, construction managers, as well as university professors who specialize in this field, were considered to be 30. Data were gathered through two methods including library and field method using interviews and questionnaires. The data were analyzed using SPSS software. The results of the test and analysis indicated that the most important areas of enterprise risk management based on the results of the t-test were the area of commitment and involvement of top management (average 4.15), the scope of execution and integration (mean 3.98) and the domain of communication and understanding (average 3.75) are. The critical factors in the successful implementation of ERM based on the Friedman test rankings include senior management and board commitment, identification and analysis of risk response, objective setting, ERM ownership, ERM integration into business processes, sufficient resources, monitoring and review and improving the ERM framework, iterative and dynamic ERM process steps, training programs, awareness-risk culture, considering the key risk indicator, risk management information system, risk appetite and tolerance, leveraging risks as opportunities and a common risk language. As a result, organizations using the ERM framework, critical factors in the successful implementation of the ERM and in view of the duties of the executives, can be achieved with their organizational goals and values, depending on their relationship with each other.