The Effect of Corporate Governance on the Use of Enterprise Risk Management: Evidence From Canada

By Anne Kleffner, Ryan B. Lee, Bill McGannon. 2003

378 citations recorded by the source corpus.

Subfields: Accounting, Radiological and Ultrasound Technology, Statistics and Probability

View Paper: https://www.semanticscholar.org/paper/87d90f331d6fabfe601bd4cfff1b325f367000e2

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Citations in the corpus

The Value of Enterprise Risk Management: Evidence from the U.S. Insurance Industry (2006, neutral): “…and characteristics of ERM programs (see for example Miccolis and Shah, 2000; Hoyt, Merkley, and Thiessen, 2001; CFO Research Services, 2002; Kleffner, Lee, and McGannon, 2003; Liebenberg and Hoyt, 2003), there is an absence of empirical evidence regarding the impact of such programs on…”
Determinants and value of enterprise risk management: empirical evidence from Germany (2017, neutral): “Dividends 1 = firm paid dividends in that year, 0 = otherwise +/- (Tobin’s Q) HL(2008), HL(2011), FG(2014) Notes: LH(2003): Liebenberg and Hoyt (2003); BCH(2005): Beasley, Clune, and Hermanson (2005); HL(2008): Hoyt and Liebenberg (2008); GLT(2009): Gordon, Loeb, and Tseng (2009); HL (2011): Hoyt an”
Enterprise risk management in SMEs: Towards a structural model (2016, positive): “Moreover, firms that implement ERM note the benefits of improved information efficiency and better strategic positioning (Kleffner et al., 2003).”
Enterprise Risk Management Program Quality: Determinants, Value Relevance, and the Financial Crisis (2013, positive): “Because prior research finds that ERM adoption is positively associated with complexity (Kleffner et al. 2003; Beasley et al. 2005; Hoyt and Liebenberg 2011), we expect that more complex companies will build higher quality ERM programs.”
The Impact of Enterprise Risk Management on the Marginal Cost of Reducing Risk: Evidence from the Insurance Industry (2014, neutral): “Using survey data from Canadian firms, Kleffner et al. (2003) find that forces driving firms to adopt ERM include the influence of risk managers, encouragement from the board of directors, and compliance with Toronto Stock Exchange guidelines, while the main deterrence to ERM adoption is organizatio”
Information Conveyed in Hiring Announcements of Senior Executives Overseeing Enterprise-Wide Risk Management Processes (2008, neutral): “managed individually, and instead, uses a holistic, top-down approach to manage risks across the enterprise ( Kleffner et. al., 2003 ).”
Determinants and Value of Enterprise Risk Management: Empirical Evidence From the Literature (2015, neutral): “Traditional approaches, in contrast, are generally based on a silo-based risk consideration and a department-bydepartment perspective (see Kleffner, Lee, and McGannon, 2003) where risks are measured in isolation.”
Enterprise risk management and firm performance: A contingency perspective (2009, neutral): “…for firm i, Ri = Return for firm i, Rm = Return for the market, Rf = Risk free rate of return, and bi = Beta for the firm i. 17 The excess market return is a risk-adjusted performance measure, because the market returns are risk-adjusted (see Kolodny et al., 1989; Gordon and Smith, 1992).”
The Value of Enterprise Risk Management (2011, neutral): “…prevalence and characteristics of ERM programs (see, e.g., Miccolis and Shah, 2000; Hoyt, Merkley, and Thiessen, 2001; CFO Research Services, 2002; Kleffner, Lee, and McGannon, 2003; Liebenberg and Hoyt, 2003; Beasley, Clune, and Hermanson, 2005), there is an absence of empirical evidence…”
The Effect of the Enterprise Risk Management Implementation on the Firm Value of European Companies (2013, neutral): “…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).”
Board structures and the establishment of a risk management committee by Malaysian listed firms (2010, neutral): “suggests that boards of directors are becoming more involved in risk management activities, and the board’s influence is related to adoption of risk management framework ( Kleffner et al. 2003 ).”