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Journal articles on the topic 'Enterprises Risk Management (ERM)'

Author: Grafiati

Published: 5 June 2025

Last updated: 2 August 2025

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1

MEIRYANI, Meiryani. "A QUALITATIVE STUDY OF ENTERPRISEE RISK MANAGEMENT IN SMALL MEDIUM ENTERPRISES." ICCD 5, no. 1 (2023): 141–46. http://dx.doi.org/10.33068/iccd.v5i1.574.

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The goal of this study is to look at the CEO's impact on SMEs' ERM implementation. With the use of archives and an open-ended questionnaire, we employed a number of methods to ascertain the CEO's understanding of the significance of ERM. According to our empirical data, a lot of CEOs still do not see the value of installing an ERM system because it is expensive and may be done so informally (by applying risk management in a manual manner using their own estimation and computation). This suggests that there is still a low level of ERM implementation among SMEs in Indonesia.

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Cahyani Pangestuti, Dewi, Ali Muktiyanto, Ira Geraldina, and Darmawan Darmawan. "Optimizing firm performance through contingency factors, enterprise risk management, and intellectual capital in Southeast Asian mining enterprises." Investment Management and Financial Innovations 21, no. 2 (2024): 355–69. http://dx.doi.org/10.21511/imfi.21(2).2024.29.

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Enterprise risk management (ERM) is a crucial aspect of corporate operations. This study examines the impact of environmental uncertainty, industry competition, and firm complexity on Enterprise Risk Management implementation and firm performance in the Southeast Asian mining industry. Utilizing data from 205 mining companies listed on Southeast Asian stock exchanges from 2016 to 2022, the analysis employs panel data regression methods. The findings reveal that environmental uncertainty does not significantly affect ERM, while industry competition positively influences ERM but negatively impac

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Raschke, Robyn L., and Arti Mann. "Enterprise Content Risk Management: A Conceptual Framework for Digital Asset Risk Management." Journal of Emerging Technologies in Accounting 14, no. 1 (2017): 57–62. http://dx.doi.org/10.2308/jeta-51735.

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ABSTRACT Growth of data is exponential and as the organization's information needs for internal decision making expands from data in traditional systems to a variety of new sources both within the organizational boundaries and extended to external sources, the need for governance of these new digital assets is imperative. This paper proposes the Enterprise Content Risk Management (ECRM) framework. ECRM is a synthesis of COSO-ERM and Enterprise Content Management (ECM) frameworks. The ECRM leverages the strengths of the COSO-ERM overarching framework while focusing on the data lifecycle perspec

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Trần Thị Phương, Thanh, Thoa Đậu Thị Kim, Hoa Trần Anh, and Lam Phạm Trà. "Enterprise Risk Management, Information Technology Structure, and Firm Performance: Moderating Role of Competitive Advantage." JOURNAL OF ASIAN BUSINESS AND ECONOMIC STUDIES 33, no. 8 (2022): 4–21. http://dx.doi.org/10.24311/jabes/2022.33.08.01.

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In the fluctuation and uncertainty of the business environment, especially with the global crisis caused by the COVID-19 pandemic, Enterprise risk management (ERM) has become increasingly significant for survival and growth of enterprises. However, empirical research on ERM and firm performance in information technology (IT) context has not been thoroughly studied. This study focuses on investigating a path model of ERM, IT structure, competitive advantage, and firm performance in Vietnam. Data is collected from 186 enterprises. Through PLS analysis, the findings show that both ERM and IT stru

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Xia, Qingrun. "A Study on Enterprise Risk Management in the Chinese Context." Advances in Economics, Management and Political Sciences 116, no. 1 (2024): 30–36. http://dx.doi.org/10.54254/2754-1169/116/20242318.

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Abstract: The establishment of the market economy, accompanied by the emergence of risks, requires enterprises to consider not only the economy and profitability but also the risk. Therefore, enterprise risk management problems arise. Many developed countries see risk management, strategic management, and operation management as the three main management functions of modern economic organizations, which will become a critical factor in the competitiveness of businesses in the future. Therefore, the paper reviews the development of traditional risk management theory, financial risk management t

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Manas, Nadhrah, Norhayati Zakuan, Muhamad Zameri Mat Saman, and Mariam Setapa. "Enterprise Risk Management Practices in Malaysian Small and Medium-Sized Enterprises: An Overview." Information Management and Business Review 16, no. 2(I)S (2024): 236–50. http://dx.doi.org/10.22610/imbr.v16i2(i)s.3683.

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SMEs are crucial to the economic growth of many countries, particularly developing ones like Malaysia. SMEs have contributed significantly to economic growth but they also often struggle with problems related to poor management, which increases the risk of failure and closure. Effective risk management is essential in sustaining the long-term sustainability of SMEs and improving managerial performance. This study investigates the enterprise risk management (ERM) practices used by Malaysian SMEs in the manufacturing sector. The factors influencing the risk management behaviors and practices of

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Mafrolla, Elisabetta, Felice Matozza, and Eugenio D'Amico. "Enterprise Risk Management In Private Firms: Does Ownership Structure Matter?" Journal of Applied Business Research (JABR) 32, no. 2 (2016): 671. http://dx.doi.org/10.19030/jabr.v32i2.9603.

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Private firms adopt Enterprise Risk Management (ERM) practices voluntarily. Using results of a survey that involved 78 respondents, we investigate the adoption of ERM practices in Italian private corporations and question whether ERM adoption is affected by the ownership structure of the firm. We find that agency conflicts between controlling and minority shareholders, which arise when ownership dispersion decreases, affect ERM adoption, and that when proprietorship is more dispersed, the firm places more focus on ERM projects. Additionally, we document the different roles of different types o

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Kemp, M. H. D., and C. C. Patel. "Entity-wide risk management for pension funds." British Actuarial Journal 17, no. 2 (2012): 331–94. http://dx.doi.org/10.1017/s1357321712000086.

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AbstractThis paper explores the application of ERM-style techniques to pension funds. It uses the term ‘entity-wide risk management’ rather than ‘enterprise risk management’, even though both have the same acronym (‘ERM’), because many pension funds do not view themselves as business ‘enterprises’ as such. Some of the techniques that business enterprises have for managing risk (e.g. raising new capital from shareholders or branching into new business areas if existing ones have unattractive risk-reward characteristics) may not be open to many pension funds. The paper argues that the holistic a

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Ade, Ibiwoye, Mojekwu Joseph, and Dansu Francis. "Enterprise Risk Management Practices and Survival of Small and Medium Scale Enterprises in Nigeria." Studies in Business and Economics 15, no. 1 (2020): 68–82. http://dx.doi.org/10.2478/sbe-2020-0007.

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AbstractThe survival rate of Small and Medium Scale Enterprises (SMEs) have been found to be low despite all the effort made by the government to sustain their existence. This seems to be linked to the poor management of various risk factors confronting the operators of the sector in Nigeria. In view of this, the study is aimed at determining the influence of Enterprise Risk Management (ERM) practices on survival of SMEs in Lagos State. With the application of cross-sectional survey technique, a sample of 400 operators was selected among SMEs across Lagos State. Data which were generated throu

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Hong, Nguyen. "The Effects of Enterprise Risk Management on the Performance and Risk of Vietnamese Listed Firms: Evidence from Abnormal Enterprise Risk Management Index." GLOBAL BUSINESS FINANCE REVIEW 28, no. 5 (2023): 122–36. http://dx.doi.org/10.17549/gbfr.2023.28.5.122.

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Purpose: This paper examines the effects of Enterprise Risk Management (ERM), as measured by the Abnormal Enterprise Risk Management Index (ABERMI), on the performance and risk of Vietnamese listed firms. Design/methodology/approach: The paper employs a combination of three regression methods (Pooled Ordinary Least Squares, Fixed Effect Model and Random Effect Model) to test the effects of Enterprise Risk Managment on the performance and risk of Vietnamese listed firms in the period of 2010-2020. In addition, a two-stage re-gression model is used to calculate the ABERMI. Findings:

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Anton, Sorin Gabriel, and Anca Elena Afloarei Nucu. "Enterprise Risk Management: A Literature Review and Agenda for Future Research." Journal of Risk and Financial Management 13, no. 11 (2020): 281. http://dx.doi.org/10.3390/jrfm13110281.

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The Enterprise Risk Management (ERM) process has heterogeneously developed across the world, although it represents a leading paradigm, supporting organizations to identify, evaluate, and manage risks at the enterprise level. Academics have studied the process, but there is no complete picture of the determinants and implications of such an integrated risk management process. Therefore, we present a systematic empirical literature review on ERM, based on a research protocol. The review highlights that the ERM literature can be divided into four general lines of research: the ERM adoption, the

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Saveliev, Мykyta. "Enterprise Risk Management in Smalland Medium-Sized Enterprises in the Crises Environment: Conceptual Model." Economics: time realities 2, no. 72 (2024): 55–64. http://dx.doi.org/10.15276/etr.02.2024.7.

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This article seeks to explore the need to adapt enterprises risk management (ERM) to crisis environment, i.e., to the situation of martial law in Ukraine. To the best of the author’s knowledge, no ERM framework accounts for business operations in the situation of martial law (i.e. war environment). Organisational activities in hazardous, dynamic, and safety-oriented circumstances are researched in the area of high reliability theory. The paper presents the results of a preliminary literature review in these fields. As a result, the conceptual model "Enterprise Risk Management / High Reliabilit

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Kaarbøe, Katarina, Lars Jacob Tynes Pedersen, Christian Eide Andvik, and Anita Meidell. "Enterprise risk management." Magma 16, no. 6 (2013): 31–36. http://dx.doi.org/10.23865/magma.v16.830.

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I de siste tiårene har selskaper viet mer oppmerksomhet til å styre risiko. COSO har utviklet et rammeverk som de kaller Enterprise risk management (ERM). I denne artikkelen diskuterer vi utfordringer med ERM-design og hvilken type forskning som trengs for å svare på hvordan disse utfordringene kan håndteres. Vi vektlegger tre områder ved designen til ERM som er problematiske. For det første er individualiseringen av et selskap problematisk, fordi det fører til at det kun har én risikoappetitt. For det andre er ERM basert på en revisjonslogikk, som fører til reaktivitet. For det tredje tar des

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Ahmad, Gatot Nazir, Karuniana Dianta Arfiando Sebayang, Dicky Iranto, Vidvant Brahmantyo, and Limar Suci Rahayu. "Gender diversity and enterprise risk management: An insight of a firm in the emerging market." Risk Governance and Control: Financial Markets and Institutions 14, no. 4 (2024): 20–28. http://dx.doi.org/10.22495/rgcv14i4p2.

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Motivated by recent regulatory reforms to boost female representation on corporate boards, such as Indonesia corporate governance, this study aims to look into the influence of boardroom gender diversity on enterprise risk management (ERM). These reforms aim to strengthen corporate governance by allowing a pool of female directors to be recruited to directorship positions and providing female directors with a fresher and more independent perspective, consequently increasing board monitoring and internal control systems. As a result, the purpose of this study is to look into whether and how fem

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CANDELA, Dinda Amalia, and Machmudin Eka PRASETYA. "An Analysis of the Impact of Enterprise Risk Management (ERM) on the Firm Performance of Indonesia State-Owned Enterprises." MANAGEMENT AND ECONOMICS REVIEW 10, no. 2 (2025): 503–16. https://doi.org/10.24818/mer/2025.02-15.

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This study aims to determine the impact of enterprise risk management (ERM) on company performance in Indonesia’s state-owned enterprises (SOE). This study took a sample of 40 Indonesia SOEs from 2021-2023, with 100 observations. The ERM aspects consist of the Directors of Risk Management, Risk Management Committee, Reporting between Directors to the Risk Management Committee, Risk Assessment, Risk Management Framework, and Risk Management Maturity. At the same time, Company performance is measured by Return on Assets (ROA). Hypothesis testing was carried out using the Ordinary Least Square me

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Shin, Ilhang, and Sorah Park. "Integration of enterprise risk management and management control system: based on a case study." Investment Management and Financial Innovations 14, no. 1 (2017): 19–26. http://dx.doi.org/10.21511/imfi.14(1).2017.02.

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This paper aims to discuss the concepts and methodological issues of enterprise risk management (ERM). The case study of company A shows that ERM has been implemented and integrated with management control as a means of monitoring its subsidiaries. First, ERM system was implemented through comprehensive review of corporate risk policies, risk management processes, roles and responsibilities, and risk culture. Second, company A integrated ERM with the existing management control system in order to evaluate the risk underlying the current management activities. Finally, ERM implementation was ex

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17

Zhang, Yue Sheng. "Study of Risk Control of ERP Project Based on ERM." Advanced Materials Research 403-408 (November 2011): 1601–4. http://dx.doi.org/10.4028/www.scientific.net/amr.403-408.1601.

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The promotion of ERP project brings some new blood to enterprises, but the high-risk of its implementation can also discourage many enterprises. The effective prevention and control of its implementary risks is one of the important issues in present-day enterprise information management. In view of the successful application of ERM theory in the enterprise risk management in recent years, it may also be applied in the risk control of the ERP project. The implementation of the ERP project can be divided into three stages, that is, preparation, implementation, application, and a number of risk c

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TANG, DAWEI, JIAN-BO YANG, DAVID BAMFORD, et al. "THE EVIDENTIAL REASONING APPROACH FOR RISK MANAGEMENT IN LARGE ENTERPRISES." International Journal of Uncertainty, Fuzziness and Knowledge-Based Systems 20, supp01 (2012): 17–30. http://dx.doi.org/10.1142/s0218488512400028.

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Enterprise Risk Management (ERM) is a framework that is used by large organizations to manage risk as a whole. The key difference between ERM and traditional risk management is that in the latter risks are managed individually, whilst the former requires the aggregation of risks to facilitate risk management. However, current methods for risk aggregation have various limitations when applied under the context of ERM, such as the requirement for accurate and complete information about risk factors, the inability to handle different kinds of uncertainty which are inevitable during the risk aggre

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Moon, Karen K. L., Phyllis L. L. Mo, and Rita L. Y. Chan. "Enterprise Risk Management." International Journal of Risk and Contingency Management 3, no. 2 (2014): 18–30. http://dx.doi.org/10.4018/ijrcm.2014040102.

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The authors investigate strategic measures companies adopt to combat and manage risks in order to survive and grow in an unstable economic environment. Based on in-depth interviews with senior staff from six Hong Kong-based successful enterprises in the textile and clothing industry, they find that companies have adopted various enterprise-wide, holistic, and integrative approaches to effectively address and manage risks. Also found was that the use of a formal approach to manage risks by a company at a different stage of the Enterprise Risk Management (ERM) maturity continuum is affected by i

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Saveliev, Мykyta. "Enterprise Risk Management in Small- and Medium-Sized Enterprises in the Crises Environment: Conceptual Model." Economics: time realities 2, no. 72 (2024): 55–64. https://doi.org/10.5281/zenodo.11238219.

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This article seeks to explore the need to adapt enterprises risk management (ERM) to crisis environment, i.e., to the situation of martial law in Ukraine. To the best of the author’s knowledge, no ERM framework accounts for business operations in the situation of martial law (i.e. war environment). Organisational activities in hazardous, dynamic, and safety-oriented circumstances are researched in the area of high reliability theory. The paper presents the results of a preliminary literature review in these fields. As a result, the conceptual model "Enterprise Risk Management / High Reli

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Dielini, Maryna, Marja Nesterova, and Wang Yi. "PECULIARITIES OF FORMING AN ENTERPRISE RISK MANAGEMENT SYSTEM IN THE CONTEXT OF MODERN TRANSFORMATIONS: THE EXPERIENCE OF EUROPEAN COUNTRIES AND UKRAINE." Baltic Journal of Economic Studies 11, no. 2 (2025): 67–79. https://doi.org/10.30525/2256-0742/2025-11-2-67-79.

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The contemporary technological, innovative, political, economic and social development of the world has exerted a dual impact on the operations of enterprises, giving rise to both beneficial and detrimental consequences, whilst concomitantly engendering novel threats and risks. Risks are an integral part of the activities of enterprises and involve deviations from planned indicators. The consequences and types of risk are contingent on the surrounding and internal environment, and may vary depending on the scope of activities of enterprises and the country (region) of residence. The objective

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Gleißner, Werner, and Thomas B. Berger. "Enterprise Risk Management: Improving Embedded Risk Management and Risk Governance." Risks 12, no. 12 (2024): 196. https://doi.org/10.3390/risks12120196.

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We argue for an integrated, decision-oriented enterprise risk management (ERM) system focused on value drivers rather than risk minimization and using quantitative risk aggregation based on the best available information. Our holistic view on ERM includes cultural, organizational, and technical aspects, presenting seven areas for more effective risk governance and resilience grounded in a robust enterprise framework. Our analysis, supported by a structured literature review, covers these seven key areas for ERM development. Our review shows that risk aggregation, quantification, and decision-m

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Liem, Christina. "Enterprise Risk Management In Banking Industry." Firm Journal of Management Studies 3, no. 1 (2018): 1. http://dx.doi.org/10.33021/firm.v3i1.381.

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<p>Enterprise Risk Management (ERM) in banking industry is a rare topic in academic research, even though ERM implementation becomes new regulation from the banking regulators since year 2014. The purpose of this study is to examine ERM implementation during the early stage of the ERM implementation regulation in Indonesian, especially its impact towards bank performance and vice versa. This study focuses on all 4 (four) state-owned commercial banks in Indonesia though a descriptive explanatory study and data panel GLS simple regression by STATA MP-64. This study employs ERM Index (Gordo

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Przetacznik, Sylwia. "The evolution of risk management." Zeszyty Naukowe Małopolskiej Wyższej Szkoły Ekonomicznej w Tarnowie 53, no. 1-2 (2022): 95107. http://dx.doi.org/10.25944/znmwse.2022.01-2.95107.

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The aim of this paper is to present the evolution of approaches towards risk management, starting from the beginnings of this field and ending with modern times. The article provides an overview on the applied approaches towards risk management. It allows to understand the basics of contemporary risk management concepts in enterprises and can provide guidance for further research on risk. The author analyzes in detail the change in approaches towards risk management over the years, focusing in particular on traditional, silo risk management and on the most modern concept—ERM, currently conside

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Meidell, Anita, Katarina Kaarbøe, and Eyvind Aven. "Enterprise Risk Management i Statoil." Magma 18, no. 8 (2015): 20–29. http://dx.doi.org/10.23865/magma.v18.948.

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Enterprise risk management (ERM) er et område som har vokst frem som en mer helhetlig løsning på hvordan virksomheter kan styre risiko. Vi spør oss hva som er driverne for utviklingen av en ERM-praksis i en organisasjon over tid, og hva som kan forklare integrering av ERM i beslutningsprosesser. Med hjelp av en casestudie i Statoil viser vi hvordan ERM er utviklet i tre ulike faser. Casen viser at ytre press fører til revolusjonære endringer ved at det settes i gang arbeid for å etablere en ny praksis som avviker betydelig fra den eksisterende måten å arbeide på. Når den første revolusjonære f

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Fraser, John, Rob Quail, and Betty Simkins. "What’s Wrong with Enterprise Risk Management?" Journal of Risk and Financial Management 17, no. 7 (2024): 274. http://dx.doi.org/10.3390/jrfm17070274.

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Enterprise risk management (ERM) was introduced in the 1990s and has since become expected by boards of directors and regulators as a sign of good management and good corporate governance. However, many organizations struggle to implement ERM, and still seek practical advice on ERM implementation. This article explains many of the reasons why organizations are unsuccessful in their efforts at implementation and provides practical solutions provided by an experienced risk manager and consultant, an ex-Chief Risk Officer, and an academic, all of whom have written extensively in the subject. This

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Hunziker, Stefan. "Enterprise Risk Management - Glaubenssystem oder Führungsinstrument?" CFOaktuell 15, no. 2 (2021): 64–67. https://doi.org/10.5281/zenodo.5036774.

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Enterprise Risk Management (ERM) wird mittlerweile von vielen Verfechtern als unverzichtbares Führungsinstrument positioniert. Normen, Rahmenwerke, Beratungshäuser, Ausbildner und Regulatoren versprechen gleichermaßen einen positiven "Return on ERM-Investment". Allerdings bleiben belastbare empirische Studien bisher aus, die kausale Zusammenhänge zwischen ERM-Aktivitäten und Erfolgsgrößen von ERM zeigen. ERM scheint sich eher zu einem isolierten Glaubenssystem entwickelt zu haben, welches überdies Erkenntnisse aus risikorelevanten Disziplinen

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Hunziker, Stefan. "Enterprise Risk Management. Glaubenssystem oder Führunginstrument?" CFOaktuell 15, no. 2 (2021): 64–67. https://doi.org/10.5281/zenodo.6091048.

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Enterprise Risk Management (ERM) wird mittlerweile von vielen Verfechtern als unverzichtbares Führungsinstrument positioniert. Normen, Rahmenwerke, Beratungshäuser, Ausbildner und Regulatoren versprechen gleichermaßen einen positiven "Return on ERM-Investment". Allerdings bleiben belastbare empirische Studien bisher aus, die kausale Zusammenhänge zwischen ERM-Aktivitäten und Erfolgsgrößen von ERM zeigen. ERM scheint sich eher zu einem isolierten Glaubenssystem entwickelt zu haben, welches überdies Erkenntnisse aus risikorelevanten Disziplinen

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Mthiyane, Zodwa, Huibrecht van der Poll, and Makgopa Tshehla. "A Framework for Risk Management in Small Medium Enterprises in Developing Countries." Risks 10, no. 9 (2022): 173. http://dx.doi.org/10.3390/risks10090173.

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Failure to holistically manage risk in Small Medium Enterprises (SMEs) is one of the major causes of small businesses failure. To answer the research question as to what supports the adoption of Enterprise Risk Management (ERM) in SMEs, this research aims to analyse Risk Management (RM) in SMEs and develops a framework to facilitate the adoption of ERM. In achieving the primary objective, the research establishes for SMEs: the sources of information for RM; the importance of information governance in managing risk; the fundamentals of RM; and the pillars of RM. Previous research conducted on R

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Ojubanire, Olugbenga Ayo, and Solomon Dawodu. "Risk management practices and financial performance nexus: Evidence from MSMEs in Osun State, Nigeria." Journal of Management Info 8, no. 1 (2021): 44–55. http://dx.doi.org/10.31580/jmi.v8i1.1839.

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This study assessed the effect of enterprise risk management on the firm financial performance of Micro, Small and Medium-scale Enterprises in Osun state Nigeria. Precisely, the risk encountered, the adoption of risk management practices, the implementation of Enterprise Risk Management (ERM) practices, and the financial performance of micro, small and medium scale enterprises in Osun state Nigeria. Primary data was used for this study; a well-structured questionnaire was used to elicit data from 273 respondents. The study population consists of owners and managers of small and medium business

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Chege, Stanley, Gregory Wanyembi, and Constantine Nyamboga. "Enterprise Risk Management Practices in Kenya." Journal of International Business Research and Marketing 8, no. 1 (2023): 15–26. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.81.3002.

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Enterprise Risk Management (ERM) is a structured and coordinated approach for identifying, assessing, and managing risks faced by an organization. Implementing ERM standards and frameworks has several benefits, including improving focus and perspective on risk. ERM aids in developing leading indicators to detect potential risk events and provide early warning signals. ERM also incorporates key metrics and measurements of risk to improve reporting value and analysis and monitor possible changes in risk vulnerabilities or likelihood. An ERM facilitates an efficient risk management (RM) process,

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Djapic, Mirko, Predrag Popovic, and Ljubomir Lukic. "Integration of the Technical Product Risk Assessment within the ISO 31000 Enterprise Risk Management Concept." Advanced Materials Research 633 (January 2013): 263–76. http://dx.doi.org/10.4028/www.scientific.net/amr.633.263.

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Throughout the 1990s, the European Union achieved, through introducing the New and Global Approach to technical harmonization and standardization, significant improvements to conformity assessment of products, by integrating safety requirements into the design process. This was achieved through preventative analysis and quantification of risk levels, with the objective of determining the scope of the required safety systems. On the other hand, we have witnessed the rapid development and implementation of holistic approaches to risk management in enterprises, collectively known as Enterprise Ri

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Hasan, Nida Nadya, Fatiah Rahmadini, and Dariyah Dariyah. "Application of Enterprise Risk Management to Banking Risk." MIZANIA: Jurnal Ekonomi Dan Akuntansi 1, no. 2 (2021): 67–84. http://dx.doi.org/10.47776/mizania.v1i2.245.

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Abstract  The implementation of Enterprise Risk Management (ERM) proactively determines the appropriate type and level of risk to achieve the organization's strategic objectives and assists management in understanding and managing all company business risks using an integrated structure and coordinated management. Although risks cannot be completely avoided or eliminated, they can be managed and minimized with an integrated risk management system. The purpose of this study is to prove whether the application of ERM can minimize credit risk, interest rate risk, and liquidity risk in

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Przetacznik, Sylwia. "Key Success Factors of Enterprise Risk Management Systems: Listed Polish Companies." Central European Management Journal 30, no. 1 (2022): 91–114. http://dx.doi.org/10.7206/cemj.2658-0845.71.

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Purpose: The main purpose of the article is to determine the key success factors of enterprise risk management systems, understood as the characteristics of these systems that have the greatest impact on the effectiveness of their functioning. Methodology: Bearing in mind the most accurate determination of key success factors of enterprise risk management systems, I used several research methods. The conducted research was divided into four stages: (1) literature review, (2) financial statements analysis, (3) individual in-depth interviews, and (4) anonymous surveys. The research embraced ente

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Hamzah, Amir, and Yudi Febriansyah. "Analisis Faktor yang Mempengaruhi Enterprise Risk Management." Optimal: Jurnal Ekonomi dan Kewirausahaan 16, no. 2 (2023): 35–49. http://dx.doi.org/10.33558/optimal.v16i2.5709.

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This research aims to produce empirical facts / models that can explain the factors that influence ERM. To test the hypothesis that has been formulated through proving the results of the research used in statistical calculations so that the results of proof showing the rejection of Ho or acceptance of Ha are obtained. In this research, the research object was Manufacturing Companies in the Consumer Goods Industry Sector in 2019. The results of the F test show that financial leverage, company complexity and company size jointly affect ERM. The results of the t test show that financial leverage

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De Freitas Alves, Gustavo, Mary Anne Fontenele Martins, Rodrigo Lino de Brito, and Wildenildo Oliveira dos Santos. "Enterprise Risk Management Agile Canvas: A Framework for Risk Management on Public Administration." Revista do Serviço Público 71 (December 11, 2020): 438–59. http://dx.doi.org/10.21874/rsp.v71ic.4363.

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Society benefits from public services and dealing with the relative risks, increases the quantity and quality of services delivered to citizens, improving the country's development and welfare. The focus of this article is to report ERM framework tailored to the public sector through a case study with qualitative and quantitative data, involving a specific situation of a contemporary phenomenon of ERM diffusion at Brazilian public organizations. The ERM Agile Canvas uses visual thinking, allowing the participants to quickly see the big picture and objectively plan the ERM treatment. Results al

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Ching Ching, Wong, Faizul Azli Mohd Rahim, and Loo Siaw Chuing. "A REVIEW OF ENTERPRISE RISK MANAGEMENT IN MALAYSIA." Platform : A Journal of Management and Humanities 4, no. 1 (2021): 22. http://dx.doi.org/10.61762/pjmhvol4iss1art13049.

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organization’s objective. Since its emergence in 1990s, many studies on this topic have been conducted around the world. However, just as managing risk is on constant change, area of research on ERM is also evolving and expanding. This critical review is to evaluate the extent of research conducted on ERM in Malaysia with support from other studies elsewhere in the world. Research gaps and future research recommendations on ERM in Malaysia are presented based on this review. The literature review on ERM in Malaysia is conducted through collection of thirty-three journals and conference papers

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Braumann, Evelyn C. "Analyzing the Role of Risk Awareness in Enterprise Risk Management." Journal of Management Accounting Research 30, no. 2 (2018): 241–68. http://dx.doi.org/10.2308/jmar-52084.

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ABSTRACT This study examines the relationship between five enterprise risk management (ERM) components and their influence on the effectiveness of ERM. The study particularly focuses on the role of risk awareness as an ERM component within the interplay of other formal ERM components. The five ERM components result from a factor analysis applied on a list of risk management (RM) practices in nonfinancial firms. Based on survey data from 118 companies, I find evidence supporting an indirect effect of risk awareness on RM effectiveness. My analyses support that the use of RM tools strengthens th

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Abdaljabar, Wafa Mohammad, Norhayati Zakuan, Muhamad Zameri Mat Saman, and Mariam Setapa. "The Effect of Enterprise Risk Management Implementation on Non-Financial Performance in Jordan Manufacturing Firms: A Review." Information Management and Business Review 17, no. 1(I) (2025): 148–57. https://doi.org/10.22610/imbr.v17i1(i).4361.

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Previous business crises have highlighted the shortcomings in the methodologies employed for risk management within organizations. In response to these problems, organizational risk management has gained importance recently for the oversight of corporate risk. Unlike solo-based risk management, Enterprise Risk Management (ERM) analyses the organization's whole risk exposure in an integrated and complete manner. The execution of such an integrated approach is essential for all organizations of size and types. Therefore, this study aims to investigate how the COSO ERM framework is considered a c

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Jankensgård, Håkan. "A theory of enterprise risk management." Corporate Governance: The International Journal of Business in Society 19, no. 3 (2019): 565–79. http://dx.doi.org/10.1108/cg-02-2018-0092.

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Purpose The purpose of this paper is to develop a theory of enterprise risk management (ERM). Design/methodology/approach The method is to develop a theory for ERM based on identifying the general risk management problems that it is supposed to solve and to apply the principle of deduction based on these premises. Findings ERM consists of risk governance, which is a set of mechanisms that deals with the agency problem of risk management and risk aggregation, which is a set of mechanisms that deals with the information problem of risk management. Research limitations/implications The theory, by

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SAE-LIM, Patipan. "Modeling Enterprise Risk Management Ecosystems Using Text Analytics." Foundations of Management 16, no. 1 (2024): 391–406. https://doi.org/10.2478/fman-2024-0024.

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Abstract In recent years, a paradigm shift in risk management has altered in a holistic way, which we call Enterprise Risk Management (ERM). ERM solves the limitations of Traditional Risk Management (TRM). Although firms perceive several benefits of ERM, the successful implementation of ERM rests upon institutional and contingency factors. The ERM approach then seeks to integrate the core system and processes of the firm rather than acting through silo perspective. With this in mind, this research applies text mining techniques to analyze bibliometric data from SCOPUS to propose the suitable E

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Burennikova, Nataliia V., Andriy P. Gordiychuk, and Yuriy Yu Burennikov. "The Efficiency of the Functioning of Enterprises Based on the Principles of SEE-management: An Updated Look at the Conception of COSO, SEE-risks." Business Inform 1, no. 564 (2025): 387–96. https://doi.org/10.32983/2222-4459-2025-1-387-396.

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The aim of the article is to reveal the main aspects of risk management methodology based on the COSO conception as a means of enhancing the efficiency of the operational processes of enterprises that represent complex dynamic stochastic systems, based on the models of Burennikova (Polishchuk) – Yarmolenko and the indicators of their performance components on the basis of SEE management using SEE analysis. The modern conception of COSO ERM is outlined, which considers the internal environment of the enterprise as the foundation for control implementation that defines the management philosophy.

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Agarwal, Ruchi, and Lev Virine. "Integration Stages of Project Risk Management (PRM) into Enterprise Risk Management (ERM)." International Journal of Risk and Contingency Management 8, no. 1 (2019): 13–33. http://dx.doi.org/10.4018/ijrcm.2019010102.

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Enterprise risk management (ERM) is a relatively new concept for a project-based organization than for a functional organization. A project-based organization, in general, faces several difficulties in the implementation of ERM due to the diversity of risk associated with several projects. From a system thinking perspective, a project-based organization needs an integrated approach to interrelate the isolated processes of diverse projects. The issues are related to fuzzy picture of integration, such as, the difference between ERM and PRM processes, how to integrate the two concepts, what happe

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Dhewi, Ratna Marta, Hendrian Martunus, Nurul Hidayah, and Erna Setiany. "Enterprise risk management manufacturing industry quality determinants." Brazilian Journal of Operations & Production Management 22, no. 1 (2025): 2238. https://doi.org/10.14488/bjopm.2238.2025.

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Goal: Large manufacturing companies face significant risks due to importing raw materials and exposure to fluctuating exchange rates. Enterprise Risk Management (ERM) is vital in this sector to manage its distinctive risks. This study finds ERM factors in Indonesia and Malaysia that affect company value and empirically evaluates risk management in their organizations. Design / Methodology / Approach: The factors that influence the quality of a company's ERM examined in this study include auditor quality, ownership concentration, board monitoring, gender on the board of commissioners, gender on

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Santigie Kanu, Mohamed. "The Role of Risk Culture in Enterprise Risk Management Implementation." International Journal of Business and Management 15, no. 11 (2020): 13. http://dx.doi.org/10.5539/ijbm.v15n11p13.

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Enterprise Risk Management (ERM) and risk culture academics and practitioners have argued that they are inherently related without empirical evidence. They continue to advocate for their implementation by firms to face the dynamic business environment with certainty. The lack of empirical evidence to underpin this relationship partly contributes to their fragmented implementation and the lack of proper attention to risk culture in ERM implementation. The challenge in measuring these two abstract concepts contributes to their dichotomous measures in the literature, with most studies concentrate

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Rahman, Md Jahidur, Sarmann I. Kennedyd, and Zhenkui Chen. "Enterprise Risk Management and Company’s Performance." Journal of Accounting, Business and Management (JABM) 29, no. 1 (2022): 107. http://dx.doi.org/10.31966/jabminternational.v29i1.575.

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The purpose of this study is to investigate the relationship between enterprise risk management (ERM) and company performance in the Chinese commercial industry. An enterprise risk management index was constructed from a strategic and operational point of view to assess the ERM level of Chinese commercial companies. ERM is also known as an integrated, comprehensive, and strategic management using the Simona-lulia (2014) approach. The study used a sample of 175 listed Chinese commercial companies from 2009 to 2018, and found that the imperfect ERM in the Chinese commercial industry as a whole h

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Sakrabani, Poorni, and Teoh Ai Ping. "ENTERPRISE RISK MANAGEMENT: A REVIEW OF TWO DECADES." Journal of Information System and Technology Management 7, no. 27 (2022): 76–84. http://dx.doi.org/10.35631/jistm.727006.

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This paper is a modest review spanning a 20-year period on Enterprise Risk Management. Enterprise Risk Management (ERM) deals with risks and opportunities which have an impact on value creation. Unlike traditional risk management (TRM) which is silobased, ERM is a holistic approach to risk management. Past studies have produced many contradicting results on the impact of ERM implementation on firm performance and also on the factors which are crucial for the successful implementation of ERM. As such, it is of absolute necessity to identify the determinants of ERM implementation and also how ER

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Soltanizadeh, Sara, Siti Zaleha Abdul Rasid, Nargess Mottaghi Golshan, and Wan Khairuzzaman Wan Ismail. "Business strategy, enterprise risk management and organizational performance." Management Research Review 39, no. 9 (2016): 1016–33. http://dx.doi.org/10.1108/mrr-05-2015-0107.

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Purpose This paper aims to identify the influence of business strategy on enterprise risk management (ERM) adoption and organizational performance (OP). In addition, the mediation effect of ERM on the relationship between business strategy and OP is assessed. Design/methodology/approach A cross-sectional analysis of primary data gathered from 174 public listed companies in Malaysian Bourse through survey was conducted. Findings Companies with cost leadership business strategy are more eager to implement ERM compared to companies with differentiation strategy. The results also indicate that ERM

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Zhao, Xianbo, Bon-Gang Hwang, and Sui Pheng Low. "Enterprise risk management implementation in construction firms." Management Decision 52, no. 5 (2014): 814–33. http://dx.doi.org/10.1108/md-02-2014-0082.

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Purpose – The purposes of this paper are to: first, identify the critical drivers for and hindrances to enterprise risk management (ERM) implementation in Singapore-based Chinese construction firms (CCFs); second, interpret the critical drivers and hindrances in tandem with organizational change theories; and third, provide possible strategies to strengthen the drivers and overcome the hindrances. Design/methodology/approach – A questionnaire survey was conducted and responses were received from 35 experienced managers in CCFs operating in Singapore. Findings – A total of 13 drivers and 25 hin

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Azar, Biko Kharunia, and Maria Ulpah. "The Effect of Enterprise Risk Management (ERM) Implementation on Operational Performance and Firm Value on Indonesian Agricultural Sector." Dinasti International Journal of Economics, Finance & Accounting 5, no. 4 (2024): 2338–50. https://doi.org/10.38035/dijefa.v5i4.2873.

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The aim of this research is to analyze the effect of Enterprise Risk Management (ERM) implementation on Operational Performance and Firm Value in the Agricultural Industry sector during the 2016-2022 period. The information about ERM is taken from the annual reports, management reports and annual corporate governance reports disseminated over seven years (2016?2022). The data on firm performance have been obtained through financial report and the Eikon Refinitiv database of LSEG. Through a quantitative approach and panel data with linear regression, this study found that ERM contributes signif

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