Information Conveyed in Hiring Announcements of Senior Executives Overseeing Enterprise-Wide Risk Management Processes

By Mark Beasley, Donald P. Pagach, Richard S. Warr. 2008

328 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/953204cf1587c058615c2bffb795e41e369fa823

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Citations in the corpus

The Value of Enterprise Risk Management (2011, neutral): “…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).”
The Effect of the Enterprise Risk Management Implementation on the Firm Value of European Companies (2013, background): “…of ERM benefits firms by decreasing earnings and stock price volatility, 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): “The primary goal of risk management is to maximize shareholder value (CAS, 2003; COSO, 2004; Beasley et al, 2008; Pagach and Warr, 2011; Hoyt and Liebenberg, 2011).”
Does Enterprise Risk Management Increase Firm Value? (2011, background): “Beasley, Pagach, and Warr (2008) and Hoyt and Liebenberg (2011) use the appointment of a chief risk officer (CRO) as a proxy for ERM implementation, whereas Gordon, Loeb, and Tseng (2009) develop their own ERM index.”
Enterprise Risk Management Program Quality: Determinants, Value Relevance, and the Financial Crisis (2013, neutral): “These results imply market anticipation of better future performance by high-quality ERM companies, while prior research does not find an overall market reaction to CRO announcements as a proxy for ERM implementation (Beasley et al. 2008).”
Enterprise Risk Management: Review, Critique, and Research Directions (2015, positive): “Using survey data, Beasley et al., (2005) found ERM implementation related to the presence of a CRO, firm size and whether the firm was in the insurance or banking industry. Investigations of the relation between ERM and performance have used different proxies for ERM with mixed results. Measuring t”
An Exploratory Study of Enterprise Risk Management (2014, background): “Many researchers using public information searches use simple proxies to identify ERM implementation, like the existence of a CRO position or similarly a senior risk officer (Beasley et al., 2008; Hoyt & Liebenberg, 2011; Liebenberg & Hoyt, 2003; Pagach & Warr, 2010, 2011).”
Enterprise risk management and firm performance: A contingency perspective (2009, methodology): “Market share is defined as t differences were used because they provide a better measure of discontinuities, as pointed out by Bourgeois (1985). each firm’s sales (Compustat #12) divided by the total sales of the industry.”
The Value of Enterprise Risk Management: Evidence from the U.S. Insurance Industry (2006, neutral): “Academics and industry commentators argue that 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; ”
Supply Chain Risk Management in Financial Crises – A Multiple Case-Study Approach (2011, neutral): “Overall, SCRM has been regarded as crucial for the overall management of risks facing an enterprise (e.g., Beasley et al., 2008;”
The Characteristics of Firms That Hire Chief Risk Officers (2010, neutral): “Their insignificant results is likely due to a small sample (n=26), and the 1 In a related study, Beasley, Pagach, and Warr (2007) examine the impact of ERM implementation on short-term stock returns and find that firm specific characteristics are important determinants of the stock market reaction…”
The Adoption and Design of Enterprise Risk Management Practices: An Empirical Study (2012, background): “Presumably, senior executive leadership is a powerful catalyst for organisational change, and could significantly speed up the process of ERM implementation (Beasley et al., 2005, 2008): H3: The presence of a CRO is positively associated with the degree of ERM implementation.”
Determinants and Value of Enterprise Risk Management: Empirical Evidence From the Literature (2015, neutral): “Thus, information asymmetries between the company representatives and hareholders can be reduced (see, e.g., Liebenberg and Hoyt, 2003; Beasley, Pagach, and Warr, 2008).”