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Journal articles on the topic 'Risk governance'

Author: Grafiati
Published: 4 June 2021
Last updated: 7 July 2024

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1

van Asselt, Marjolein B. A., and Ortwin Renn. "Risk governance." Journal of Risk Research 14, no. 4 (April 2011): 431–49. http://dx.doi.org/10.1080/13669877.2011.553730.

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2

Malik, Muddassar. "Risk governance and bank risk of public commercial banks of OECD." Risk Governance and Control: Financial Markets and Institutions 14, no. 1 (2024): 19–34. http://dx.doi.org/10.22495/rgcv14i1p2.

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This study investigates the impact of risk governance on bank risk within the Organisation for Economic Co-operation and Development (OECD) public commercial banks. Utilizing Knight’s (1921) distinction between risk and uncertainty, it emphasizes the roles of key figures like bank directors, the chief risk officer (CRO), and the chief financial officer (CFO) in risk management. The research employs multivariate regression analysis and principal component analysis (PCA) to reveal a positive correlation between risk governance and the Tier 1 capital ratio, indicating that effective governance leads to reduced bank risk and increased financial stability. This finding is consistent with Aebi et al.’s (2012) study on risk management and bank performance. These results underscore the crucial role of robust risk governance in banking, suggesting that enhanced governance practices can significantly mitigate risks. The study contributes to the existing literature by providing empirical evidence supporting the quantification of risk through governance mechanisms, aligning with, and enriching current theoretical frameworks. While highlighting the importance of these findings, the study also acknowledges its limitations, such as potential endogeneity issues, and suggests directions for future research to expand the understanding of risk governance’s impact on bank behavior, including the exploration of additional variables and the integration of qualitative methodologies. This research holds significant implications for banking institutions and regulatory bodies, advocating for a deeper examination of risk governance strategies in banking.
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3

Contestabile, Monica. "Flood risk governance." Nature Climate Change 4, no. 8 (July 30, 2014): 662. http://dx.doi.org/10.1038/nclimate2332.

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4

Greenberg, Michael, and Karen Lowrie. "Ortwin Renn: Risk Governance Maven." Risk Analysis 39, no. 7 (July 2019): 1435–40. http://dx.doi.org/10.1111/risa.13330.

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5

Weigel, Christine, Martin R. W. Hiebl, and Arnd Wiedemann. "Vom Risk Management zur Risk Governance." Controlling & Management Review 62, no. 1 (January 2018): 34–40. http://dx.doi.org/10.1007/s12176-017-0130-3.

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6

Tara, Sharukh, and Sorab Sadri. "Corporate Governance and Risk Management: An Indian Perspective." International Journal of Management Science and Business Administration 1, no. 9 (2015): 33–39. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.19.1003.

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Companies need funds to finance their activities and as a result, there has been a need for accountability to protect the interests of those providing the funding. Companies are also managed by directors who act as agents of the shareholders. Under pressure to maximize wealth they are prone to excessive risk, reckless conduct or in extreme cases, blatant manipulation of accounting figures. The call for increased accountability grows louder every time there is a crisis in public confidence. Whether this is the stock market crash of 1929, for example, or the more recent high-profile collapses of a number of large firms such as Barings Bank, Enron Corporation and WorldCom, the resulting uncertainty has led to renewed interest in corporate governance practices. It is not only as a means of directing and controlling corporations but as a means of mitigating corporate risk. This paper bases on over a decade’s research attempts to shed some light on this topic based on the Indian experience. Paper tries to bring out the fact that there is a significant relationship between corporate governance and the management of risk and that corporate governance is one of the main means by which a company can manage risk.
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Noor, Siti Balqis, Rashidah Abdul Rahman, and Tariq Ismai. "Governance and Risk Management." International Journal of Finance & Banking Studies (2147-4486) 2, no. 3 (July 21, 2013): 21–33. http://dx.doi.org/10.20525/ijfbs.v2i3.152.

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The perceptions of Islamic banking professionals are surveyed through a questionnaire to explore whether the process of risk management mediates board involvement in risk management and risk management practices of Islamic banks in Malaysia and Egypt. The findings of this study identified that the Islamic banks in the selected countries are somewhat efficient in their risk management process. It was noticed that board involvement in risk management, process of risk management and risk management among Islamic banks in Malaysia are significantly higher than their counterparts in Egypt. Furthermore, high involvement of boards in risk management significantly increases the risk management process, and in turn, leads to significantly higher riskmanagement practices in Islamic banks. Hence, boards should take formal responsibility for setting, managing and periodically assessing the risk management culture of the banks. It is expected that the outcomes of this study would help policy setters in the selected countries to develop a well-structured and harmonized risk management process that enhance risk management practices, with emphasis on the effective involvements of the board of directors and Shari’ah supervisory boards in risk management practices.
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8

Garbin, Mark, and Rick Funston. "Board Governance and Risk." CFA Institute Magazine 24, no. 4 (July 2013): 18–19. http://dx.doi.org/10.2469/cfm.v24.n4.6.

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9

Yeh, I.-Jan, Ching-Liang Chang, Joe Ueng, and Vinita Ramaswamy. "Reducing Risk through Governance." International Journal of Risk and Contingency Management 3, no. 2 (April 2014): 43–53. http://dx.doi.org/10.4018/ijrcm.2014040104.

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The main purpose of this study is to investigate the determinants of formal governance policy. Many firms have a formal governance policy. Others, however, have no such a policy. This study examines what kind of firm's characteristics that encourage companies to adopt a formal governance policy. Data were collected from Corporate Library. A sample of 3,068 firms from the database of 2010 Corporate Library was analyzed. Results show that when firms have a better financial performance and better corporate governance practice, they are more likely to have a formal governance policy. Specifically, when firms have a better board rating, compensation policy, takeover defense strategy, and accounting practice, firms are more likely to have a formal governance policy.
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10

Tjørhom, Berit Berg. "Risk governance within aviation." Risk Management 12, no. 4 (October 2010): 256–84. http://dx.doi.org/10.1057/rm.2010.5.

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11

Rahim, Siti Rohaya Mat, Fauziah Mahat, Annuar Md Nassir, and Mohamed Hisham Dato Hj Yahya. "Re-thinking: Risk Governance?" Procedia Economics and Finance 31 (2015): 689–98. http://dx.doi.org/10.1016/s2212-5671(15)01157-0.

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12

Aven, Terje. "On risk governance deficits." Safety Science 49, no. 6 (July 2011): 912–19. http://dx.doi.org/10.1016/j.ssci.2011.02.015.

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13

De Marchi, Bruna, and Jerome R. Ravetz. "Risk management and governance:." Futures 31, no. 7 (September 1999): 743–57. http://dx.doi.org/10.1016/s0016-3287(99)00030-0.

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14

Cannon, David M., Joseph H. Godwin, and Stephen R. Goldberg. "Risk management and governance." Journal of Corporate Accounting & Finance 20, no. 1 (November 2008): 75–77. http://dx.doi.org/10.1002/jcaf.20454.

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15

Böhmer, Wolfgang. "Auf der sicheren Seite - Informationssicherheitsmanagement und IT-Governance." RISKNEWS 2, no. 5 (October 2005): 28–36. http://dx.doi.org/10.1002/risk.200590090.

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16

King, Tao-Hsien Dolly, and Min-Ming Wen. "Shareholder governance, bondholder governance, and managerial risk-taking." Journal of Banking & Finance 35, no. 3 (March 2011): 512–31. http://dx.doi.org/10.1016/j.jbankfin.2010.07.011.

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17

Gajek, Oliver. "Trau, schau, wem ... - Corporate Governance und Risikomanagement für Aktiengesellschaften." RISKNEWS 2, no. 6 (December 2005): 18–21. http://dx.doi.org/10.1002/risk.200590113.

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18

Rahl, Leslie. "Advances in Risk Management and Risk Governance." CFA Institute Conference Proceedings Quarterly 28, no. 3 (September 2011): 74–79. http://dx.doi.org/10.2469/cp.v28.n3.7.

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19

Paek, Hye-Jin. "Effective risk governance requires risk communication experts." Epidemiology and Health 38 (December 2, 2016): e2016055. http://dx.doi.org/10.4178/epih.e2016055.

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20

Ho, Virginia Harper. "Corporate Governance as Risk Regulation in China: A Comparative View of Risk Oversight, Risk Management, and Accountability." European Journal of Risk Regulation 3, no. 4 (December 2012): 463–75. http://dx.doi.org/10.1017/s1867299x00002403.

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Risk management and oversight have long been recognized as core corporate governance issues and have gained renewed attention in the wake of the financial crisis. Recent corporate governance reforms in China follow these global trends. This article is the first to examine the intersections between corporate governance and risk regulation in China from a comparative perspective. It surveys corporate governance tools that have been adopted by Chinese regulators and firms to motivate effective risk oversight and risk management across the corporate enterprise, focusing on China's regulation of internal controls and risk management systems. These internal mechanisms are particularly important given the widely recognized limits of external monitoring and enforcement mechanisms in China.This article observes that recent guidelines on enterprise risk management (ERM) and internal controls reflect international corporate governance standards and that China adopts a broad perspective on risk oversight that extends to both financial and non-financial risks. China's adoption of international models offers a new opportunity to reexamine longstanding debates on the potential for global corporate governance convergence. This article argues that China has adopted a regulatory approach to internal risk oversight and management that is consistent with its historical law reform trajectory, the reality of China's state-dominated equity markets, and the continued influence of the state on firm management. Its conclusions support the literature on the path dependency of corporate governance systems and prior comparative studies of corporate governance in China that find convergence of form but divergence of function.
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21

Nahar, Shamsun, Mohammad Istiaq Azim, and Md Moazzem Hossain. "Risk disclosure and risk governance characteristics: evidence from a developing economy." International Journal of Accounting & Information Management 28, no. 4 (April 20, 2020): 577–605. http://dx.doi.org/10.1108/ijaim-07-2019-0083.

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Purpose The purpose of this paper is to explore to what extent risk disclosure is associated with banks’ governance characteristics. The research also focuses on how the business environment and culture may create a bank’s awareness of risk management and its disclosure. This study is conducted in a setting where banks are not mandated to follow international standards for their risk disclosures. Design/methodology/approach Using 300 bank-year observations comprising hand-collected private commercial bank data, the study uses regression analysis to investigate the influence of risk governance characteristics on risk disclosure. Findings This paper reports a positive relationship between risk disclosure and banks’ governance characteristics, such as the presence of various risk committees and a risk management unit. Practical implications Because studies are lacking on risk disclosure and risk governance conducted in developing countries, it is expected that this research will make a significant contribution to the literature and provide a foundation for further research in this field. Social implications This study complements the corporate governance literature, more specifically the risk governance literature, by incorporating agency theory, institutional theory and proprietary cost theory to provide robust evidence of the impact of risk governance practices in the context of a developing economy. Originality/value Previous studies on risk disclosure and governance determinants primarily involve developed countries. This paper’s contribution is to examine risk disclosure and risk governance characteristics in a developing country in which reporting according to international standards is effectively voluntary.
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22

Lee, Jang Woo. "A Research on Corporate Governance and Risk Taking Behavior." Korean Data Analysis Society 21, no. 6 (December 31, 2019): 2751–60. http://dx.doi.org/10.37727/jkdas.2019.21.6.2751.

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23

Lee, Murray, Garner Clancey, and Daren Fisher. "Risky Reports: Crime Risk Assessments and Spatial Governance." Critical Criminology 22, no. 2 (October 18, 2013): 257–72. http://dx.doi.org/10.1007/s10612-013-9215-2.

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24

Dörner, Dietrich, and Christian Orth. "Mehr Transparenz wagen!: Der Deutsche Corporate Governance Kodex (Teil I)." RISKNEWS 1, no. 1 (February 2004): 66–71. http://dx.doi.org/10.1002/risk.200490014.

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Dörner, Dietrich, and Christian Orth. "Kontrolle ist besser! Der Deutsche Corporate Governance Kodex (Teil II)." RISKNEWS 1, no. 2 (April 2004): 68–71. http://dx.doi.org/10.1002/risk.200490039.

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26

Lane, Stephen E., Anthony D. Arthur, Christina Aston, Sam Zhao, and Andrew P. Robinson. "When Does Poor Governance Presage Biosecurity Risk?" Risk Analysis 38, no. 4 (August 11, 2017): 653–65. http://dx.doi.org/10.1111/risa.12873.

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27

Hartono, Nono, and Achmad Kholiq. "Amil Zakat Governance Risk Mitigation." International Journal of Zakat 6, no. 1 (January 22, 2021): 1–12. http://dx.doi.org/10.37706/ijaz.v6i1.254.

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Risk in zakat management is a potential event, both predictable and unpredictable, which negatively impacts the level of trust, sharia considerations, and sustainability in the management process. The purpose of this study is to investigate and formulate mitigation efforts of amil zakat governance. The research method uses an Enterprise Risk Management with the Committee of Sponsoring Organizations approach of the Treadway Commission (COSO) modification (ERM-COSO modified) with four indicators discussed that describe the level (likelihood), influence (impact), change (vulnerability) and speed (onset speed). The results of the study indicate that the identified risk of amil governance is as much as nine of the twenty seven risks that should arise with the risk level of amil governance being in an intermediate position. This is different from several previous studies. The level of risk in zakat management is largely determined by the quality of amil. The results of the heatmap analysis resulted in a small dot heatmap size which means a low level of vulnerability to risk (vulnerability), while the dot color consists of six purple, two blue and one red which means the speed of the occurrence of high risk. The impact of this risk identification requires amil recruitment patterns and the provision of good zakat management training. The recommended risk response is to reduce the risk that will occur by (1) implementing reward and punishment for amil to be more professional in carrying out their duties, (2) involving third parties (universities) in monitoring and supervising the distribution of zakat funds.
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28

Yamaguchi, Akira. "What Risk Governance Process Means." Journal of the Atomic Energy Society of Japan 59, no. 2 (2017): 89–93. http://dx.doi.org/10.3327/jaesjb.59.2_89.

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29

Mannes, Aaron. "Governance, Risk, and Artificial Intelligence." AI Magazine 41, no. 1 (April 13, 2020): 61–69. http://dx.doi.org/10.1609/aimag.v41i1.5200.

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Artificial intelligence, whether embodied as robots or Internet of Things, or disembodied as intelligent agents or decision-support systems, can enrich the human experience. It will also fail and cause harms, including physical injury and financial loss as well as more subtle harms such as instantiating human bias or undermining individual dignity. These failures could have a disproportionate impact because strange, new, and unpredictable dangers may lead to public discomfort and rejection of artificial intelligence. Two possible approaches to mitigating these risks are the hard power of regulating artificial intelligence, to ensure it is safe, and the soft power of risk communication, which engages the public and builds trust. These approaches are complementary and both should be implemented as artificial intelligence becomes increasingly prevalent in daily life.
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30

Hac, Le Dinh. "BANKING RISK AND COUNTRY GOVERNANCE." Polish Journal of Management Studies 25, no. 1 (June 2022): 132–46. http://dx.doi.org/10.17512/pjms.2022.25.1.08.

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31

Röhm-Kottmann, Mariella, Burkhard Kesting, and Sven Gratwohl. "Integrierte Governance, Risk & Compliance." Controlling 34, no. 1 (2022): 11–19. http://dx.doi.org/10.15358/0935-0381-2022-1-11.

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Die Fallstudie stellt die Implementierung eines integrierten Governance, Risk & Compliance (GRC) Ansatzes als Lösungsbestandteil zum Umgang mit den Herausforderungen der digitalen Transformation bei der ZF Friedrichshafen AG (im Folgenden kurz „ZF“) dar.
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32

De Marchi, Bruna. "Public participation and risk governance." Science and Public Policy 30, no. 3 (June 1, 2003): 171–76. http://dx.doi.org/10.3152/147154303781780434.

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33

Caraiman, Adrian-Cosmin, and Dorel Mates. "Risk management in corporate governance." Proceedings of the International Conference on Business Excellence 14, no. 1 (July 1, 2020): 182–201. http://dx.doi.org/10.2478/picbe-2020-0018.

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AbstractIn this paper I want to present the place and role of risk management within an organization in corporate governance. Thus, the risk management of an organization consists of defining the risk, identifying and evaluating the impact and probability of materialization and, subsequently, establishing appropriate ways to manage the significant risks. According to some authors, the risk management of an organization is among the newcomers in the context of the concept of corporate governance, which brings a holistic perspective, as an integrating factor of the parts of a whole, which is the organization. At the same time, it can be emphasized that, according to the standards regarding strategic risk management, risk management should become an integrated part of the way any organization works; and in other ideas, being the basis of management approaches, it should not be separated from the daily activities of any organization. In corporate governance, in any entity, risk management is necessary because both in the company and in the environment in which it operates, there are uncertainties about the nature of the threats in achieving the objectives, or the nature of the opportunities. Any manager must pose the problem of managing the threats, because, otherwise, not reaching their objectives, they would be disqualified, or to take advantage of the opportunities for the benefit of the organization, proving their efficiency. If uncertainty is an everyday reality, then the reaction to uncertainty must become a permanent concern.
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34

Van Niekerk, Dewald. "Disaster risk governance in Africa." Disaster Prevention and Management 24, no. 3 (June 1, 2015): 397–416. http://dx.doi.org/10.1108/dpm-08-2014-0168.

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Purpose – The purpose of the paper is to provide a retrospective assessment of progress in disaster risk governance in Africa against the Hyogo Framework for Action (HFA) since 2000. This assessment of progress achieved in disaster risk governance in Africa aims to identify achievements, good practices, gaps and challenges against selected HFA indicators (in particular Priority 1). Design/methodology/approach – This study mainly followed a qualitative methodology although quantitative data were interpreted to achieve the research objectives. Available literature (scientific articles, research and technical reports) on disaster risk governance was used as primary research data. This research used a selected number of African countries as its basis for analysis (Burundi, Kenya, Mozambique, Nigeria, Swaziland and South Africa). By investigating literature on disaster risk governance an analytical framework was developed which guided the assessment of the achievements, good practices, gaps and challenges in implementing disaster risk governance on the African continent since the inception of the HFA in 2005. Findings – The research found that African countries have been making steady progress in implementing disaster risk governance against theoretical indicators. The continent contains a few international best practices which other nations can learn from. Certain gaps and challenges are, however, still hampering better progress in the reduction of disaster risks. There is the need for multi-layered ownership and understanding of disaster risks and their cross-sectoral nature, with strong community engagement. Originality/value – An assessment of progress in disaster risk governance in Africa can assist greatly in shaping future international and national policy, legislation and implementation. The research provided input to the Global Assessment Report for 2015 and identified opportunities in disaster risk governance beyond 2015.
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35

Houghton, Graeme T. "Governance, management and clinical risk." Australian Health Review 36, no. 3 (2012): 282. http://dx.doi.org/10.1071/ah11065.

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36

Germain, Randall. "Global Finance, Risk and Governance." Global Society 21, no. 1 (2007): 71–93. http://dx.doi.org/10.1080/13600820601116542.

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37

JOHN, KOSE, LUBOMIR LITOV, and BERNARD YEUNG. "Corporate Governance and Risk-Taking." Journal of Finance 63, no. 4 (July 19, 2008): 1679–728. http://dx.doi.org/10.1111/j.1540-6261.2008.01372.x.

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38

Mathew, Sudha, Salma Ibrahim, and Stuart Archbold. "Corporate governance and firm risk." Corporate Governance: The International Journal of Business in Society 18, no. 1 (February 5, 2018): 52–67. http://dx.doi.org/10.1108/cg-02-2017-0024.

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Purpose This study aims to explore the relationship between board governance structure and firm risk. In particular, this study develops a “governance index” based on four aspects of the board: board composition, board leadership structure, board member characteristics and board processes, and it examines how the overall index relates to firm risk. Design/methodology/approach The study is conducted using a sample of 268 UK firms from the FTSE 350 index over the period from 2005 to 2010. An index is constructed to capture the overall governance structure of the firm. Regressions of the index on three risk measures are examined. Findings This study finds that the governance index that aggregates the four sets of board attributes is significantly and negatively related to firm risk. Robustness tests confirm this result. Research limitations/implications A large number of studies have explored the relationship between the attributes of corporate boards and firm performance with mixed results. A much smaller number of studies have looked at board attributes and firm risk, but these have either focused on financial sector firms alone or have included only a single or a limited number of attributes. This study, using a broad agency framework, seeks to extend the work on firm risk and board attributes by both expanding industry sectors examined and using a comprehensive set of board attributes. Originality value The findings have policy and practical implications for investors, regulators and chairmen of boards of governors to the extent that they inform these constituencies about the set of board attributes that are associated with firm risk. This study is the first to use a comprehensive measure of governance and relate it to firm risk.
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39

Waring, Alan. "Corporate Governance and Risk Management." Safety and Reliability 19, no. 2 (June 1999): 6–12. http://dx.doi.org/10.1080/09617353.1999.11690685.

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40

van Asselt, Marjolein B. A., and Leendert van Bree. "Uncertainty, precaution and risk governance." Journal of Risk Research 14, no. 4 (April 2011): 401–8. http://dx.doi.org/10.1080/13669877.2011.553734.

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41

Darrat, Ali F., Stephen Gray, Jung Chul Park, and Yanhui Wu. "Corporate Governance and Bankruptcy Risk." Journal of Accounting, Auditing & Finance 31, no. 2 (December 16, 2014): 163–202. http://dx.doi.org/10.1177/0148558x14560898.

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42

Heriard-Dubreuil, Gilles F. "Present challenges to risk governance." Journal of Hazardous Materials 86, no. 1-3 (September 2001): 245–48. http://dx.doi.org/10.1016/s0304-3894(01)00261-8.

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43

Wang, Li-Hsun, Chu-Hsiung Lin, Hung-Gay Fung, and Hsien-Ming Chen. "Governance mechanisms and downside risk." Pacific-Basin Finance Journal 35 (November 2015): 485–98. http://dx.doi.org/10.1016/j.pacfin.2015.09.001.

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44

Brown, Tim. "AIDS, risk and social governance." Social Science & Medicine 50, no. 9 (May 2000): 1273–84. http://dx.doi.org/10.1016/s0277-9536(99)00370-6.

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45

Tosa, Hiroyuki. "The Failed Nuclear Risk Governance." ProtoSociology 32 (2015): 125–49. http://dx.doi.org/10.5840/protosociology2015327.

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46

Sinha, Anand. "Perspectives on risk and governance." Macroeconomics and Finance in Emerging Market Economies 6, no. 2 (September 2013): 295–309. http://dx.doi.org/10.1080/17520843.2013.796313.

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47

Viscelli, Therese R., Mark S. Beasley, and Dana R. Hermanson. "Research Insights About Risk Governance." SAGE Open 6, no. 4 (October 2016): 215824401668023. http://dx.doi.org/10.1177/2158244016680230.

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In recent years, expectations for increased risk governance have been placed explicitly on boards of directors. In response, boards are being held responsible for not only understanding and approving management’s risk management processes, but they are also being held responsible for assessing the risks identified by those processes as part of overseeing management’s pursuit of value. These increasing responsibilities have led a number of organizations to adopt enterprise risk management (ERM) as a holistic approach to risk management that extends beyond traditional silo-based risk management techniques. As boards, often through their audit committee, consider management’s implementation of ERM as part of the board’s risk oversight, a number of questions emerge that can be informed by academic research related to ERM. This article summarizes findings from ERM research to provide insights related to the board’s risk governance responsibilities. We also identify a number of research questions that warrant further analysis by governance scholars. It is our hope that this article will spawn varying types of research about ERM and corporate governance.
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48

Dion, Michel. "Risk Environments and Corporate Governance." Journal of Transnational Management 12, no. 3 (October 30, 2007): 53–69. http://dx.doi.org/10.1300/j482v12n03_05.

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49

Trofimova, Natalya N. "RISK MANAGEMENT WITHIN CORPORATE GOVERNANCE." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 3/2, no. 144 (2024): 124–30. http://dx.doi.org/10.36871/ek.up.p.r.2024.03.02.014.

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The article emphasizes the importance of risk management within the framework of the corporate governance system of an enterprise in the context of digitalization. The key trends and features of corporate governance in modern conditions are formulated. The need to implement innovative GRC strategies is substantiated in order to maintain the flexibility, sustainability and competitiveness of the enterprise in the market.
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50

Darmasetiadi, Doni. "Smart Risk Governance as The Future Risk Communication." Journal of Indonesian Social Sciences and Humanities 10, no. 2 (December 31, 2020): 135–40. http://dx.doi.org/10.14203/jissh.v10i2.178.

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