Enterprise Risk Management and Firm Performance: Role of the Risk Committee

Risk Management Practices and Firm Performance with a Mediating Role of Business Model Innovation. Observations from Jordan

“…Dey et al (2018) found a significant association between the degree of financial risk disclosure and a firm's financial performance. Lately, Malik et al (2020) revealed the effectiveness of ERM with significant impact on the firm performance. According to Rehman and Anwar (2019), ERM practices work as an intangible resource that significantly improves firms' performance.…”

“…A recent study by Kashif Shad and Lai (2019) revealed that four components, i.e., supportive internal environment, objective setting, control and monitoring activities of the ERM framework have a significant and positive effect on a firm's performance. Recently, Malik et al (2020) demonstrated that the ERM significantly affects an organization's performance. Besides, their study also found that a board-level risk committee, as a vital governance mechanism, has a significant impact on increasing the organizational performance effects of ERM.…”

“…Recently, it has been debated whether to move the organizations toward strategic risk management, which would result in separate considerations of operational and strategic risk or not (Pierce and Goldstein 2018). An effective ERM significantly affects the firm performance (Malik et al 2020). Moreover, the ERM tools can be utilized to evaluate the performance indicators for public and private firms (Ivanyos and Sándor-Kriszt 2016).…”

55 years of Abacus: Evolution of Research Streams and Future Research Directions

“…Topics around investments, risk, and return are also topics that are not just of concern to Abacus , but form part of a wider debate around investment choices and associated risks. Recent years have seen a heightened attention to stock market volatility and concerns around stock market crashes (e.g., Abedifar et al ., 2019; Chowdhury et al ., forthcoming; Habib et al ., 2018; Jin et al ., 2019; Kim et al ., 2019; Lin et al ., forthcoming; Park et al ., 2019; Wang et al ., forthcoming), as well as enterprise risks management more broadly (e.g.. Ardiana et al ., 2019; Gong and Subramaniam, 2020; Jia, 2019; Jia and Bradbury, 2020, forthcoming; Jia and Munro, 2019; Johnston and Soileau, 2020; Malik et al ., 2020). As evident from the broader literature within the field, there is also a strong focus on environmental and social risks and the role of corporate social responsibility (CSR) as well as environmental, social and governance (ESG) factors to mitigate those risks, with the view that companies need to respond to changed environmental risks (e.g., Daugaard, 2020; Jagoda and Wojcik, 2019; Li et al ., 2019, Li et al ., 2020; Lin et al ., 2019; Luo and Tang, forthcoming; Shafer and Szado, forthcoming).…”

ISO 31000-Based Risk Management and Balanced Scorecard to Improve Company Performance: A Case Study at Indonsian YNK Tour and Travel Company

“…Brown et all (2009) in Malik (2019) stated that an effective ERM process makes fewer earnings surprises by helping the company management to utilitize the opportunities, improve information and communication processes, improve company reputation, accountability, assurance and governance, and give contribution in developing the company plans and performance.…”