The role of banks’ digital transformation in operational risk management: evidence from China
Wanrui Dai & Liangrong Song
What the paper says
In an era defined by systemic disruption, radical unpredictability and the rapid evolution of artificial intelligence, the classical distinction between risk and uncertainty, first articulated by Frank Knight and John Maynard Keynes, demands urgent reexamination.While traditional risk is measurable through probabilistic models, deep uncertainty involves unknowable probabilities and indeterminate outcomes that increasingly defy legacy risk frameworks.This paper explores how the rising frequency of high-impact shocks -technological, geopolitical, financial and epidemiological -exposes the fragility of conventional risk management approaches.It argues for a paradigm shift, from viewing disruption as episodic to understanding it as systemic, whereby interdependent stressors interact to produce cascading, nonlinear impacts.To address this complexity, we propose the antifragile, anticipatory and agility (AAA) framework as a novel approach for uncertainty management.Drawing on insights from complexity science, strategic foresight and adaptive resilience, the framework emphasizes imagination over prediction and prioritizes managing outcome amplitude over probability.By cultivating organizational shock
Evidence weight
Balanced mode · F 0.40 / M 0.15 / V 0.05 / R 0.40
| F · citation impact | 0.50 × 0.4 = 0.20 |
| M · momentum | 0.50 × 0.15 = 0.07 |
| V · venue signal | 0.50 × 0.05 = 0.03 |
| R · text relevance † | 0.50 × 0.4 = 0.20 |
† Text relevance is estimated at 0.50 on the detail page — for your query’s actual relevance score, open this paper from a search result.