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전사적 리스크 관리(ERM)가 프로젝트 리스크 관리(PRM) 향상을 통해 프로젝트 성과에 미치는 영향 분석: 해외 건설사업을 중심으로

Analysis of the Impact of Enterprise Risk Management (ERM) on the Project Success through PRM Process: Focused on the Overseas Construction Projects

김승철|김대철|정설림
한국산업경영시스템학회 (KOREAN SOCIETY OF INDUSTRIAL AND SYSTEMS ENGINEERING)|2024.06|한국산업경영시스템학회지 (Journal of Korean Society of Industrial and Systems Engineering)|제47권 제2호|pp. 93-106

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Construction FirmsConstruction ProjectEnterprise risk management(ERM)Project risk management(PRM)Project success
주제분류산업공학

초록

As the complexity and uncertainty of international construction projects increase, the importance of risk management capabilities in the construction industry has become more pronounced. Accordingly, Enterprise Risk Management (ERM) has become a widely adopted approach among organizations as a new way for more effective risk management. Despite its growing application, research related to ERM is still in its infancy, and most of the existing studies have been limited to financial industries. Therefore, this study aims to empirically examine the influence of ERM’s core elements on project risk management (PRM) and project performance within construction firms. Our findings indicate that the key ERM components—organization, policy, and culture—significantly enhance PRM processes, underscoring their critical role and importance. Additionally, effective PRM positively affects project outcomes, highlighting its significance for construction companies engaged in international projects. While ERM does not directly impact project performance, it indirectly improves outcomes through enhanced PRM capabilities. It suggests that ERM will contribute to the firm’s performance by improving the firm’s PRM capability through policies and a risk-focused culture corresponding to the adopted ERM organization and system.

Abstract

As the complexity and uncertainty of international construction projects increase, the importance of risk management capabilities in the construction industry has become more pronounced. Accordingly, Enterprise Risk Management (ERM) has become a widely adopted approach among organizations as a new way for more effective risk management. Despite its growing application, research related to ERM is still in its infancy, and most of the existing studies have been limited to financial industries. Therefore, this study aims to empirically examine the influence of ERM’s core elements on project risk management (PRM) and project performance within construction firms. Our findings indicate that the key ERM components—organization, policy, and culture—significantly enhance PRM processes, underscoring their critical role and importance. Additionally, effective PRM positively affects project outcomes, highlighting its significance for construction companies engaged in international projects. While ERM does not directly impact project performance, it indirectly improves outcomes through enhanced PRM capabilities. It suggests that ERM will contribute to the firm’s performance by improving the firm’s PRM capability through policies and a risk-focused culture corresponding to the adopted ERM organization and system.

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