Enterprise risk management: An empirical analysis of factors associated with the extent of implementation

By Mark Beasley, Richard Clune, Dana R. Hermanson. 2005

794 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics

View Paper: https://www.semanticscholar.org/paper/8d96fe8def951f68fcbbeaa09cf7b1570471c32f

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Citations in the corpus

The Effects of Enterprise Risk Management on Firm Performance (2010, background): “Beasley et al. (2005) show that the presence of a CRO is associated with a greater stage of ERM adoption.”
The Value of Enterprise Risk Management (2011, neutral): “…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 regarding the impact of such programs on firm value.3 The absence of…”
Board structures and the establishment of a risk management committee by Malaysian listed firms (2010, background): “It is also possible that firms committed to engaging high quality auditors are also more likely to be committed to a holistic risk management framework ( Beasley et al. 2005 ).”
The Impact of Enterprise Risk Management on the Marginal Cost of Reducing Risk: Evidence from the Insurance Industry (2014, positive): “20 We choose 1990 as the starting point because according to Beasley et al. (2008) and Hoyt and Liebenberg (2011), insurers start to adopt ERM in the 1990s. (2011) to identify ERM adoption for the above-mentioned 354 insurers.”
Enterprise risk management and firm performance: A contingency perspective (2009, methodology): “With respect to an ERM system, Beasley et al. (2005) and Hoyt and Liebenberg (2009) found firm size to be positively related to the adoption of ERM.”
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.”
Information Conveyed in Hiring Announcements of Senior Executives Overseeing Enterprise-Wide Risk Management Processes (2008, neutral): “within the stakeholders’ risk tolerances ( Beasley et. al., 2005 ).”
Does Enterprise Risk Management Increase Firm Value? (2011, methodology): “Beasley et al. (2008) investigate equity market reactions to senior management appointments to oversee a firm’s ERM processes. Their results suggest firm-specific benefits of ERM. For nonfinancial firms, they find that market reactions to appointment announcements are positively related to firm size”
Enterprise Risk Management and the Cost of Capital (2016, positive): “Prior studies provide evidence that ERM adopters tend to be large firms (see, e.g., Colquitt, Hoyt, and Lee, 1999; Hoyt, Merkley, and Thiessen, 2001; Beasley, Clune, and Hermanson, 2005; Standard & Poor's, 2005).”
Determinants and value of enterprise risk management: empirical evidence from Germany (2017, methodology): “Another industrial sector with stronger ERM requirements due to regulatory restrictions, e.g. as a consequence of the downfall of Enron, is the energy industry (see Beasley, Clune, and Hermanson 2005; Pagach and Warr 2011).”
Economic Incentives for Voluntary Reporting on Internal Risk Management and Control Systems (2008, neutral): “firms (Beasley et al. 2005).”