The Role of Enterprise Risk Management and Organizational Strategic Flexibility in Easing New Regulatory Compliance

Arnold, Vicky; Benford, Tanya; Canada, Joseph; Sutton, Steve G.

doi:10.2139/ssrn.1371231

Cited by 11 publications

(15 citation statements)

References 47 publications

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“…Top management is also important (Arnold, Benford, Canada, & Sutton, 2011;Barton & MacArthur, 2015;Lundqvist, 2014;2015;Meidell & Kaarbøe, 2017;Tekathen & Dechow, 2013;Viscelli, Hermanson, & Beasley, 2017). Top management affects the formation of risk cultures because it influences the adoption of specific risk management procedures (Meidell & Kaarbøe, 2017), accountability within the organization (Cohen, Krishnamoorthy, & Wright, 2017), and organizational flexibility (Arnold et al, 2011;2015). Cohen et al (2017) found a strong relationship between ERM implementation and the financial reporting process based on a survey of CFOs, audit partners, and audit committee members of US companies.…”

Section: Factors That Promote or Obstruct The Introduction Of Ermmentioning

confidence: 99%

Enterprise Risk Management in Accounting Research: A Literature Review

Fujita¹,

Iwasawa²,

Yoshida³

2018

JMAA

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This study aims to clarify the characteristics of studies on enterprise risk management (ERM) in accounting and present future research subjects through a literature review. There are few review studies in accounting, compared to adjacent fields such as management and finance. We selected 25 academic papers from the EBSCO database, and conducted a systematic review from three points of view: (1) ERM frameworks; (2) factors that promote or obstruct the introduction of ERM; and (3) the impact of ERM. We find that: (1) there are the conflicting results for ERM frameworks; (2) research on ERM frameworks is one of the features in accounting; and(3) accounting and finance journals follow different topics of interest related to ERM. In addition, this study contributes to the development of ERM research in accounting by clarifying and organizing the research on the introduction of ERM from the perspective of accounting, clarifying the characteristics of ERM research in accounting through a comparison with studies in adjacent fields, and identifying the conflicting findings on the impact of introducing ERM.

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Section: Factors That Promote or Obstruct The Introduction Of Ermmentioning

confidence: 99%

Enterprise Risk Management in Accounting Research: A Literature Review

Fujita¹,

Iwasawa²,

Yoshida³

2018

JMAA

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“…On the other hand, the study by Arnold et al (2011) subscribe to the participants' assessment using a five-point rating scale on the effectiveness of their firm's ERM procedures at a strategic level. Five (5) statements describing the ERM process were developed for this purpose as follows: 1.…”

Section: Erm Effectiveness According To the Literaturementioning

confidence: 99%

“…To the best of the author's knowledge, very little research has been done on the effectiveness of ERM in managing risks. The work of Papae and Speckle (2012), Jalal, Albayati and Albuainain (2011), Arnold, Benford, Canada and Sutton (2011), Gordon, Loeb and Tseng (2009), and Collier, Berry and Burke (2007) are among the very few studies on the effective implementation of an ERM programme in an organisation.…”

Section: Introductionmentioning

confidence: 99%

Operationalising Enterprise Risk Management (ERM) Effectiveness

Togok

Isa

Zainuddin

2014

AJAP

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Studies on ERM effectiveness appear to suffer from the same catastrophic dilemma as that of organizational effectiveness. To the best of the author's knowledge, very little research has been done on the effectiveness of ERM in managing risks. Based on the guidance from the COSO (2004) framework and the existing literature coupled with the insights gathered from semi-structured interviews, the current article aims to demarcate a workable model, and, thereafter, an instrument to be operationalized in ERM effectiveness studies. The findings suggest that the COSO framework is still relevant for ERM and that to improve the robustness of the effectiveness instrument, a multidimensional approach is key. This paper suggests a multiple model approach comprising a process model, system resource model and outcome model for measuring ERM effectiveness. Additionally, the perspectives from various ERM stakeholders of the risk, including the risk function itself, such as from the internal audit and finance or other members of the management team, may enhance the assessment of the effectiveness of ERM in managing risks. It is hoped that the model and instrument developed in this paper will encourage more studies to be conducted on the effectiveness of ERM in particular. From the practical standpoint, with some modifications to the fit, the instrument can also be applied to evaluate the effectiveness of ERM implementation in the respective organisations.

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“…Oleh itu, firma perlu diberi kefahaman tentang pendekatan yang boleh digunakan sebagai mekanisme integrasi. Antara pendekatan yang boleh dicadangkan ialah melalui pembangunan dan penggunaan sistem kawalan pengurusan (SKP) secara berkesan yang bakal menjadikan firma lebih fleksibel dan bersedia dalam menghadapi perubahan persekitaran (Arnold et al 2011). Walau bagaimanapun, pembentukan SKP tersebut perlulah selari dengan keperluan untuk pembangunan keupayaan ketangkasan firma, selaras dengan keperluan yang dituntut di dalam Industri 4.0.…”

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“…Ini kerana didapati penggunaan 'pemudahcara kawalan' (levers of control) yang dibangunkan oleh Simons (1995) sebagai kerangkakerja SKP banyak mendominasi kajian lalu (seperti kajian oleh Henri 2006;Malagueño & Bisbe 2010). Selain itu, kebanyakan kajian lalu (seperti Arnold et al 2011) juga cenderung mengkonseptualisasikan keupayaan dinamik firma melalui konstruk 'fleksibiliti strategik' yang secara teoritikalnya hanya mencakupi sebahagian elemen dalam inti pati sebenar keupayaan dinamik.…”

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Hubungan antara Sistem Pengukuran Prestasi Strategik, Kapasiti Penyerapan dan Ketangkasan Organisasi Berdasarkan Perspektif Keupayaan Dinamik

Kasim¹,

Auzair²,

Amir³

et al. 2020

AJAG

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Salah satu elemen penting di dalam Revolusi Perindustrian ke-empat (Industri 4.0) ialah pembangunan ketangkasan organisasi, iaitu keupayaan firma untuk mengenalpasti dan bertindakbalas dengan perubahan yang berlaku dalam persekitaran perniagaan. Namun, peranan perakaunan pengurusan, terutama sistem pengukuran prestasi strategik (SPPS) ke atas pembangunan keupayaan ini masih kurang jelas dan belum konklusif. Perspektif Keupayaan Dinamik (DCV) didapati menyediakan premis kerangkakerja teoritikal asas dalam menerangkan peranan yang boleh dibentuk ke atas SPPS bagi menyokong pembangunan ketangkasan organisasi. Menurut Perspektif ini, terdapat tiga jenis keupayaan dinamik yang perlu dibangunkan secara berterusan oleh firma yang diterjemahkan dalam kajian ini sebagai keupayaan SPPS, kapasiti penyerapan dan ketangkasan organisasi. Kajian ini mengkaji hubungan langsung dan hubungan tidak langsung di antara ketiga-tiga keupayaan dinamik. Maklumbalas soal selidik daripada 159 firma perkilangan bersaiz besar dan sederhana dianalisis menggunakan kaedah Partial Least Square. Analisis menunjukkan terdapat hubungan positif yang signifikan antara SPPS dan kapasiti penyerapan serta kapasiti penyerapan dan ketangkasan organisasi. Hubungan antara keupayaan SPPS dan ketangkasan organisasi pula didapati berbentuk hubungan pengantara penuh melalui kapasiti penyerapan sebagai faktor pengantara, menunjukkan bahawa peranan keupayaan SPPS ke atas ketangkasan organisasi adalah tidak langsung. Penemuan ini menandakan bahawa SPPS yang dibangunkan akan hanya memberi kesan ke atas ketangkasan organisasi sekiranya SPPS tersebut berupaya meningkatkan keupayaan pembelajaran firma dalam memperoleh pengetahuan baharu sehingga mengeksploitasi pengetahuan tersebut melalui maklumat yang tersedia dalam sistem itu sendiri. Suntikan peranan baharu SPPS sebagai keupayaan integrasi turut dijangka dapat menyediakan sudut pandangan baharu berkenaan peranan SPPS yang boleh diteroka oleh penyelidik dan pengamal industri dalam mengenalpasti elemen dan ciri SPPS yang perlu diberi keutamaan, khususnya dalam pembangunan keupayaan dinamik bagi memastikan firma kekal berdaya saing dalam persekitaran Industri 4.0. Kata kunci: Sistem pengukuran prestasi strategik; perspektif keupayaan dinamik; kapasiti penyerapan; ketangkasan organisasi.

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The Role of Enterprise Risk Management and Organizational Strategic Flexibility in Easing New Regulatory Compliance

Cited by 11 publications

References 47 publications

Enterprise Risk Management in Accounting Research: A Literature Review

Enterprise Risk Management in Accounting Research: A Literature Review

Operationalising Enterprise Risk Management (ERM) Effectiveness

Hubungan antara Sistem Pengukuran Prestasi Strategik, Kapasiti Penyerapan dan Ketangkasan Organisasi Berdasarkan Perspektif Keupayaan Dinamik

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