Enterprise risk management: A process for enhanced management and improved performance

Article, Preprint OPEN
Gates , Stephen; Nicolas , Jean-Louis; Walker , Paul L.;
  • Publisher: HAL CCSD
  • Subject: Risk Management | [SHS.GESTION] Humanities and Social Sciences/Business administration | Board of directors | [ SHS.GESTION ] Humanities and Social Sciences/Business administration | Risk Management,Board of directors

Some company boards of directors and management teams are still reluctant to embrace enterprise risk management (ERM) because of the uncertainty regarding its value to the bottom line. A survey of audit and risk management executives suggests that the use of ERM leads t... View more
  • References (19)
    19 references, page 1 of 2

    1 The Committee of Sponsoring Organizations of the Treadway Commission (COSO), Enterprise Risk Management-Integrated Framework, New York, N.Y., 2004.

    2 T.L. Barton, William G. Shenkir, and Paul L. Walker, “Making Enterprise Risk Management Pay Off: How Leading Companies Implement Risk Management,” Financial Times, Prentice Hall, 2002.

    3 Anne E. Kleffner, Robert B. Lee, Bill McGannon, “The Effect of Corporate Governance on the Use of Enterprise Risk Management: Evidence from Canada,” Risk Management and Insurance Review, June 2003, pp. 53-73; Andre P. Liebenberg and Robert E. Hoyt, “The Determinants of Enterprise Risk Management: Evidence from the Appointment of Chief Risk Officers,” Risk Management and Insurance Review, June 2003, pp. 37- 52; Mark S. Beasley, Richard Clune, and Dana R. Hermanson, “Enterprise Risk Management: An Empirical Analysis of Factors Associated with the Extent of Implementation,” Journal of Accounting and Public Policy, November/December 2005, pp. 521-531; Lawrence A. Gordon, Martin P. Loeb, and Chih-Yang Tseng, “Enterprise Risk Management and Firm Performance: A Contingency Perspective,” Journal of Accounting and Public Policy, July/August 2009, pp. 301-327.

    4 Laurent Cappelletti, “Performing an Internal Control Function to Sustain SOX 404 and Improve Risk Management: Evidence from Europe,” Management Accounting Quarterly, Summer 2009, pp. 17-27; Brian Ballou, Dan Heitger, and Thomas Schultz, “Measuring the Costs of Responding to Business Risks,” Management Accounting Quarterly, Winter 2009, pp. 1-11.

    5 William G. Shenkir and Paul. L. Walker, “Enterprise Risk Management and the Strategy-Risk-Focused Organization,” Journal of Cost Management, May/June 2006, pp. 32-38; Mark Beasley, Al Chen, Karen Nunez, and Lorraine Wright, “Working Hand in Hand: Balanced Scorecards and Enterprise Risk Management,” Strategic Finance, March 2006, pp. 49-55.

    6 Ananth Rao and Attiea Marie, “Current Practices of Enterprise Risk Management in Dubai,” Management Accounting Quarterly, Spring 2007, pp. 10-22.

    7 COSO, “Strengthening Enterprise Risk Management for Strategic Advantage,” www.coso.org, 2009.

    8 Brian Ballou, Dan Heitger, and Dale Stoel, “How Boards of Directors Perceive Risk Management Information,” Management Accounting Quarterly, Summer 2011, pp. 14-22.

    9 Mark Beasley, Bruce Branson, and Bonnie Hancock, “Are You Identifying Your Most Significant Risks?” Strategic Finance, November 2010, pp. 29-35.

    10 COSO, “Where Board of Directors Currently Stand in Executing Risk Oversight Responsibility,” www.coso.org, 2010.

  • Metrics