A SENIOR MANAGER'S GUIDE TO INTEGRATED RISK MANAGEMENT

By L. Meulbroek. 2002

197 citations recorded by the source corpus.

Subfields: Accounting, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0a82c190406d4dce2f1077a08799e24c7d289cb0

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Citations in the corpus

Determinants and Value of Enterprise Risk Management: Empirical Evidence From the Literature (2015, unknown): “It further constitutes a part of the overall business strategy and is intended to contribute to protecting and enhancing shareholder value (see Meulbroek, 2002; Hoyt and Liebenberg, 2011).”
The Value of Enterprise Risk Management (2011, unknown): “…by decreasing earnings and stock price volatility, reducing external capital costs, increasing capital efficiency, and creating synergies between different risk management activities (Miccolis and Shah, 2000; Cumming and Hirtle, 2001; Lam, 2001; Meulbroek, 2002; Beasley, Pagach, and Warr, 2008).”
Enterprise Risk Management and Firm Performance (2012, background): “We hypothesize that ERM information is predictive of firm performance. affect firm value and apply an enterprise wide strategy to manage those risks in order to establish an effective risk management strategy (Meulbroek, 2002).”
Determinants and value of enterprise risk management: empirical evidence from Germany (2017, background): “…financial distress is less likely (see Meulbroek 2002; Gordon, Loeb, and Tseng 2009) and risk management may reduce or eliminate ‘costly lowertail outcomes’ (see Stulz 1996, 2003), which may also result in lower expected costs of regulatory scrutiny and external capital (see Meulbroek 2002).”
The Value of Enterprise Risk Management: Evidence from the U.S. Insurance Industry (2006, unknown): “By improving risk management disclosure, ERM is likely to reduce the expected costs of regulatory scrutiny and external capital (Meulbroek, 2002).”
The international zero-leverage phenomenon (2013, unknown): “Equity provides protection against risks that are difficult to anticipate or measure (Meulbroek, 2002).”
THE RELATIONSHIP BETWEEN ENTERPRISE RISK MANAGEMENT (ERM) AND FIRM VALUE: EVIDENCE FROM MALAYSIAN PUBLIC LISTED COMPANIES (2011, background): “Meulbroek (2002) suggested that integration refers to both combination of modifying the firm‟s operations, adjusting its capital structure and employing targeted financial instruments.”
The Determinants of Enterprise Risk Management: Evidence from the Appointment of Chief Risk Officers (2003, background): “37 ERM benefits firms by decreasing earnings and stock-price volatility, reducing external capital costs, increasing capital efficiency, and creating synergies between different risk management activities (Miccolis and Shah, 2000; Cumming and Hirtle, 2001; Lam, 2001; Meulbroek, 2002).”
Enterprise risk management in SMEs: Towards a structural model (2016, background): “The findings can be interpreted to mean that ERM has positive effects on competitiveness and success reflecting previous studies (Meulbroek, 2002; Richbell et al., 2006; Stroh, 2005).”
The Valuation Implications of Enterprise Risk Management Maturity (2015, unknown): “This view is shared by Meulbroek (2002) who argues that “The goal of risk management is not to minimize the total risk faced by a firm per se, but to choose the optimal level of risk to maximize shareholder value”.”
The Characteristics of Firms That Hire Chief Risk Officers (2010, unknown): “ERM is a management process that requires a firm’s management to identify and assess the collective risks that affect firm value and apply an enterprise wide strategy to manage those risks (Meulbrock, 2002).”
Analyzing and managing risks – on the importance of gender differences in risk attitudes (2006, background): “value maximizing (Meulbroek, 2002).”