Enterprise risk management and firm performance: A contingency perspective

By Lawrence A. Gordon, Martin P. Loeb, Chih-Yang Tseng. 2009

733 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/fb94f67ba1340bf9498709719c1e37d622746245

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

Citations in the corpus

The Adoption and Design of Enterprise Risk Management Practices: An Empirical Study (2012, background): “Gordon et al. (2009) report a positive effect of growth opportunities on the extent of ERM implementation.”
Determinants and value of enterprise risk management: empirical evidence from Germany (2017, methodology): “Furthermore, not only difficulties when implementing ERM systems, but also possible agency problems may reduce the firm value of industrially diversified organizations (see, e.g. Lang and Stulz 1994; Gordon, Loeb, and Tseng 2009).”
Corporate social responsibility engagement and firm performance in Asia Pacific: The role of enterprise risk management (2019, methodology): “The above viewpoint was also stated by Gordon et al. (2009) linking ERM with high firm performance.”
Enterprise Risk Management: Review, Critique, and Research Directions (2015, positive): “Gordon et al. (2009) found that the relation between ERM and firm performance depends on how well ERM implementationmatches firm-specific factors.”
Supply Chain Risk Management in Financial Crises – A Multiple Case-Study Approach (2011, positive): “For example, one frequently employed definition (e.g., Gordon et al., 2009; Makomaski, 2008; Moeller, 2007) is provided by COSO (2004, p. 2), who define ERM as ‘‘a process [that is] effected by an entity’s board of directors, management and other personnel, applied in strategy setting and across…”
Enterprise Risk Management Program Quality: Determinants, Value Relevance, and the Financial Crisis (2013, positive): “Liebenberg and Hoyt (2003) and Gordon et al. (2009) do not find significance on measures of uncertainty in CRO appointment and ERM implementation.”
Determinants and Value of Enterprise Risk Management: Empirical Evidence From the Literature (2015, positive): “…for ERM, assuming that firms following this model (i.e., firms with these characteristics) will exhibit a higher performance.22 To test this assumption, Gordon, Loeb, and Tseng (2009) revert to a residual analysis by considering the difference in the ERM index of the highest performing companies…”
Green credit policy and firm performance: What we learn from China (2021, methodology): “Following Gordon et al. (2009), Lee et al. (2016) and He et al. (2020), ROA, ROE and Tobin’s Q are used to represent firm performance.”
Enterprise risk management in SMEs: Towards a structural model (2016, methodology): “However, no general theoretical framework on key preconditions is documented in the literature (Gordon et al., 2009).”
The Valuation Implications of Enterprise Risk Management Maturity (2015, positive): “Enterprises are subject to risks in many forms and the ultimate goal of Enterprise Risk Management (ERM) is to model, measure, analyze and respond to these risks in a holistic manner, treating each risk exposure not in isolation, but rather in a portfolio context (Gordon et al, 2009).”
Enterprise Risk Management: A Literature Review and Agenda for Future Research (2020, background): “Monitoring by the board of directors Number of directors/Log (sales) Positive ERM implementation is encouraged and dependent on an active board of directors (Gordon et al. 2009).”
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.”