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The aim of this paper is to assess the nature and characteristics of regulatory risk management reporting by private and public sector banks in India.

Using a sample of 38 banks, a content analysis of their Basel II disclosure reports for the year 2012-2013 is examined.

The assessment shows that while the majority of the disclosure across banks focuses on credit risk and capital adequacy ratios, the total quantity of disclosure varies significantly across banks. Of the three broad risk categories (market, credit and operational), operational risk disclosure is the least, with minimal to no disclosure on several key aspects of operational risk, suggesting that operational risk issues are likely to emerge as an area of concern among Indian banks. Further, for the sector as a whole, the authors observe that asset size and net income are positively correlated with the quantity of regulatory disclosure and negatively correlated with the variation of this disclosure, suggesting a possible precautionary behavior on the part of larger and more profitable banks toward excessive scrutiny by the regulators and a regulatory regime in which no institution is too big to fail.

As an exploratory research article to address the characteristics of regulatory disclosure of private and public sector banks in India, it is informative, particularly for those working in the area of banking regulation and compliance. Areas for further research are suggested.

This paper revisits the debate between environmental determinism and strategic choice. It compares the two theories on their philosophical underpinnings, their view of decision making, and the environment. Although we argue that the theory of strategic choice generally prevails, we recognize that there are factors that restrict the choice and discretion of managers. Here we look at three types of factors—industry related factors (extent of regulation and stage of life cycle), organization related factors (characteristics of top management and organization size), and time related factors and explain how each of these factors either inhibit or enhance managerial discretion. Implications for theory and practice are discussed.

Environmental volatility is a central construct in strategy studies. This paper argues that three factors confound the literature on volatility: asymmetry in conceptualization, asymmetry in operationalization, and lack of attention to level of analysis. These limitations inhibit the development of the concept and make much of the research on volatility non‐additive. However, environments do matter and to make better sense of it we need a meta‐conceptualization. To do this, the paper presents a process‐based resources‐oriented view of volatility that argues that the volatility experienced by the firm is largely a function of the resources it has available to meet the demands made of it. It is proposed that volatility originates from four basic resource configurations: managerial‐human resources configuration, physical resources‐conversion configuration, intangible resources configuration, and positional configuration. Propositions consistent with prior theories and incorporating the new resources‐oriented viewpoint are presented and discussed.