The Characteristics of Firms That Hire Chief Risk Officers

By Donald P. Pagach, Richard S. Warr. 2010

399 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/cb7cd4e5775efce09c4b6c89b1e28c169df9f6a8

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Citations in the corpus

Enterprise Risk Management and the Cost of Capital (2016, unknown): “We put common explanatory variables from previous research in the ERM model (see, e.g., Hoyt and Liebenberg, 2011; Pagach and Warr, 2011).”
The Value of Enterprise Risk Management (2011, unknown): “CV(EBIT), laglnsdret: Liebenberg and Hoyt (2003) and Pagach and Warr (2010, 2011) hypothesize a relation between CRO appointments (or ERM adoption) and the volatility of earnings or stock returns.”
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 Value of Investing in Enterprise Risk Management (2015, unknown): “Prior studies empirically examine the value of ERM (e.g., Liebenberg and Hoyt, 2003 and 2009; Beasley, Clune and Hermanson, 2005; Beasley, Pagach and Warr, 2010) using the appointment of a Chief Risk Officer (CROs) to identify ERM.”
Does Enterprise Risk Management Increase Firm Value? (2011, background): “In a similar study, Pagach and Warr (2011) find that firms with more leverage, higher earnings volatility, poorer stock performance, and a CEO whose compensation increases with stock volatility are more likely to have a CRO.”
Determinants and value of enterprise risk management: empirical evidence from Germany (2017, methodology): “In line with Hoyt and Liebenberg (2008, 2011), Pagach and Warr (2011) as well as Farrell and Gallagher (2015), we find statistically significant evidence for the positive relationship between firm size (H1) and the implementation of an ERM system.”
Enterprise Risk Management and Firm Performance (2012, background): “Pagach and Warr (2011) examine the characteristics of firms that adopt ERM, finding that firms adopt ERM for direct economic benefit rather than merely to comply with regulatory pressure.”
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).”
Determinants and Value of Enterprise Risk Management: Empirical Evidence From the Literature (2015, unknown): “Third, Pagach and Warr (2010) 27 The first three (of five) S&P ERM rating categories are assumed to reflect a traditional risk management approach, while levels four and five represent holistic ERM concepts.”