The Determinants of Enterprise Risk Management: Evidence from the Appointment of Chief Risk Officers

By Andre P. Liebenberg, Robert E. Hoyt. 2003

684 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/31a7f8aa5ff92c4a1aa8d6aa6135b5ec618ef2bb

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Citations in the corpus

Enterprise Risk Management: Review, Critique, and Research Directions (2015, neutral): “Liebenberg and Hoyt (2003) found that more-leveraged firms tend to appoint Chief Risk Officers (CROs), an indicator of risk management efforts.”
The Effects of Enterprise Risk Management on Firm Performance (2010, background): “6 See Liebenberg and Hoyt, (2003); Beasley et. al.”
The Effect of the Enterprise Risk Management Implementation on the Firm Value of European Companies (2013, background): “…ERM is synonymous with Integrated Risk Management (IRM), Holistic Risk Management, Enterprise-Wide Risk Management (EWRM), and Strategic Risk Management (SRM) (D’Arcy, 2001; Liebenberg and Hoyt, 2003; Kleffner et al., 2003; Hoyt and Liebenberg, 2006; Manab et al., 2007; and Yazid et al., 2009).”
The Value of Enterprise Risk Management (2011, neutral): “Opacity: Liebenberg and Hoyt (2003) argue that firms that are relatively more opaque should derive greater benefit from ERM programs that communicate risk management objectives and strategies to outsiders.”
An Exploratory Study of Enterprise Risk Management (2014, background): “As Liebenberg and Hoyt (2003) state in their article, a major obstacle to empirical research in ERM is the difficulty in identifying firms engaging in ERM.”
Mediating role of enterprise risk management practices between business strategy and SME performance (2019, background): “…volatility and stock price volatility which results in boosted shareholders’ value, (iii) to advance competitive advantage by recognizing those risks that can be exploited, (iv) to boost knowledgeable decision making capability and (v) to shape confidence for investors (Liebenberg & Hoyt, 2003).”
Enterprise risk management in SMEs: Towards a structural model (2016, background): “…are applied in practice, the existing literature studies ERM at a high level of aggregation; several studies rely on data on the appointment of a Chief Risk Officer (CRO) as their sole indicator for the implementation of ERM (Beasley et al., 2008; Liebenberg and Hoyt, 2003; Pagach and Warr, 2011).”
THE RELATIONSHIP BETWEEN ENTERPRISE RISK MANAGEMENT (ERM) AND FIRM VALUE: EVIDENCE FROM MALAYSIAN PUBLIC LISTED COMPANIES (2011, background): “…Management (EWRM), Holistic Risk Management (HRM), Corporate Risk Management (CRM), Business Risk Management (BRM), Integrated Risk Management (IRM) and Strategic Risk Management (SRM) (D‟Arcy, 2001; Manab et. al., 2006; Liebenberg and Hoyt, 2003; Kleffner et. al., 2003; Hoyt and Liebenberg, 2006).”
Board structures and the establishment of a risk management committee by Malaysian listed firms (2010, background): “Despite the heightened awareness of risk management and interest in risk management, little research has been conducted on the topic ( Liebenberg and Hoyt 2003 ).”
The Impact of Enterprise Risk Management on the Marginal Cost of Reducing Risk: Evidence from the Insurance Industry (2014, neutral): “…that is often cited is the increasing availability of technology that is available to effectively manage and analyze the significant amounts of data that are necessary for firms to successfully adopt ERM strategies (see Liebenberg and Hoyt (2003) for a complete discussion of these driving trends).”
The Adoption and Design of Enterprise Risk Management Practices: An Empirical Study (2012, methodology): “This part of our study connects to previous work of Kleffner et al. (2003), Liebenberg and Hoyt (2003) and especially Beasley et al. (2005), and significantly expands the empirical foundations of this research stream.”
The Value of Enterprise Risk Management: Evidence from the U.S. Insurance Industry (2006, neutral): “…Q as the 11 Additionally, internationally diversified firms that operate in the UK and Canada, where regulated corporate governance regarding risk management control and reporting historically has been more stringent, should be more likely to adopt an ERM program (Liebenberg and Hoyt, 2003).”
Determinants and Value of Enterprise Risk Management: Empirical Evidence From the Literature (2015, neutral): “While Liebenberg and Hoyt (2003) and Golshan and Rasid (2012) find this factor to be significantly positively related to ERM,16 the studies from Hoyt and Liebenberg (2008) and Hoyt and Liebenberg (2011) show a significant negative relationship.”
The Valuation Implications of Enterprise Risk Management Maturity (2015, neutral): “Miccolis and Shah, (2000); Lam, (2001); Hoyt et al, (2001); Liebenberg and Hoyt, (2003); Beasley et al, (2005); Standard and Poor’s, (2005;) and Pagach and Warr, (2010)) and decide upon a specification including firm size, financial leverage, sales growth, financial slack, industrial diversification”