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Le risque opérationnel, ou l’opportunité unique pour les banques de s’approprier une véritable culture du risque

Author

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  • David Ospital

Abstract

[fre] Cet article cherche à démontrer dans quelle mesure les banques ont d’abord eu une vision de la gestion des risques simplement limitée à l’adaptation à une contrainte réglementaire. L’évolution de la réglementation bancaire au travers des accords de Bâle II ouvre la voie aux banques pour élargir et enrichir leur culture du risque, et rattraper le monde industriel bien en avance sur ces questions de gestion des risques. La prise en compte nouvelle du risque opérationnel représente une opportunité formidable pour les banques de s’approprier une véritable culture du risque. Au travers d’entretiens auprès de directeurs des engagements et des risques de quatre caisses régionales de deux banques françaises, cet article fait ressortir les grands enjeux organisationnels engendrés par la gestion du risque opérationnel. . Classification JEL : G21, M1, M14 [eng] Operational risk or a unique opportunity for banks to embrace a sound corporate risk culture . This article aims to show to what extent risk management was perceived first and foremost by the French banks in terms of adapting to regulations. Regulatory reforms emerging from Basel II are opening the way for banks to strengthen their corporate culture relative to risk management, allowing them to catch up with the industrial sector in this regard. By now addressing operational risk, banks have an excellent opportunity to embrace a sound corporate risk culture. Based on data from interviews with bank managers and risk-management executives from 4 regional head-offices of two French banks, this paper highlights the critical issues in implementing operational risk management. . JEL classification : G21, M1, M14

Suggested Citation

  • David Ospital, 2006. "Le risque opérationnel, ou l’opportunité unique pour les banques de s’approprier une véritable culture du risque," Revue d'Économie Financière, Programme National Persée, vol. 84(3), pages 105-119.
    • Handle: RePEc:prs:recofi:ecofi_0987-3368_2006_num_84_3_4121
    DOI: 10.3406/ecofi.2006.4121
    Note: DOI:10.3406/ecofi.2006.4121
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    References listed on IDEAS

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    1. Douglas W. Diamond, 1984. "Financial Intermediation and Delegated Monitoring," The Review of Economic Studies, Review of Economic Studies Ltd, vol. 51(3), pages 393-414.
    2. Jensen, Michael C. & Meckling, William H., 2008. "Theory of the firm: managerial behavior, agency costs and ownership structure," RAE - Revista de Administração de Empresas, FGV-EAESP Escola de Administração de Empresas de São Paulo (Brazil), vol. 48(2), April.
    3. George A. Akerlof, 1970. "The Market for "Lemons": Quality Uncertainty and the Market Mechanism," The Quarterly Journal of Economics, President and Fellows of Harvard College, vol. 84(3), pages 488-500.
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    Cited by:

    1. Nicolas Dufour & Béatrice Bon-Michel, 2014. "La mesure du risque dans la société du calcul : du dénombrement au discernement. Cas du risque opérationnel bancaire," Post-Print hal-01899431, HAL.

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    More about this item

    JEL classification:

    • G21 - Financial Economics - - Financial Institutions and Services - - - Banks; Other Depository Institutions; Micro Finance Institutions; Mortgages
    • M1 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration
    • M14 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Corporate Culture; Diversity; Social Responsibility
    • G21 - Financial Economics - - Financial Institutions and Services - - - Banks; Other Depository Institutions; Micro Finance Institutions; Mortgages
    • M1 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration
    • M14 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Corporate Culture; Diversity; Social Responsibility

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