Enterprise Risk Management: Theory and Practice

By Brian W. Nocco, René M. Stulz. 2006

565 citations recorded by the source corpus.

Subfields: Accounting

View Paper: https://www.semanticscholar.org/paper/fc4e1907391a36ef28021300e865f15f73df1338

Citations in the corpus

• Enterprise risk management in SMEs: Towards a structural model (2016, unknown): “ERM promotes increased risk-management awareness and supports a firm-wide riskmanagement approach, translating into mature operational and strategic management decisions (Nocco and Stulz, 2006) and, hence, offers competitive advantage (Meulbroek, 2002; Stroh, 2005).”
• The Impact of Enterprise Risk Management on the Marginal Cost of Reducing Risk: Evidence from the Insurance Industry (2014, unknown): “The literature on ERM The theory of enterprise risk management is based on the theory of corporate risk management and is best summarized in Nocco and Stulz (2006).”
• Determinants and value of enterprise risk management: empirical evidence from Germany (2017, unknown): “…forward-looking risk-reward perspective, thereby explicitly taking into account interdependencies and opportunities, which is in contrast to the silo and downside risk perspective of traditional risk management (see, e.g. Nocco and Stulz 2006; Rochette 2009; Eckles, Hoyt, and Miller 2014).”
• The Value of Investing in Enterprise Risk Management (2015, unknown): “ERM emphasizes that the organizational benefits of risk management can also create value for firms (Nocco and Stulz, 2006).”
• Determinants and Value of Enterprise Risk Management: Empirical Evidence From the Literature (2015, unknown): “In addition, the International Organization for Standardization (ISO) proposed the ISO 31000 Risk Management principles in 2009 (see ISO, 2009), for instance. opments (see Meulbroek, 2002; Nocco and Stulz, 2006; Pagach and Warr, 2011; Hoyt and Liebenberg, 2011).”
• The Effects of Enterprise Risk Management on Firm Performance (2010, unknown): “However, Stulz (1996, 2003) and Nocco and Stulz (2006) present arguments under which risk management activities could be value increasing for shareholders when agency costs, market imperfections and information asymmetries interfere with the operation of perfect capital markets.1 Although risk is…”
• The Valuation Implications of Enterprise Risk Management Maturity (2015, unknown): “Nocco and Stulz (2006) contend that an evaluation of risk and return at the project level does not allow for optimization at the corporate level as risk diversification and correlations are ignored, thus leading to suboptimal decision making.”
• Information Conveyed in Hiring Announcements of Senior Executives Overseeing Enterprise-Wide Risk Management Processes (2008, unknown): “For ERM to be successful, it is critical that the whole organization understand why ERM creates value (Necco and Stulz, 2006).”
• Enterprise Risk Management and Firm Performance (2012, unknown): “Treating risks by transferring it through or other financial products has also common practice (CAS, 2003; Nocco and Stulz, 2006).”
• The Characteristics of Firms That Hire Chief Risk Officers (2010, unknown): “For example, Nocco and Stulz (2006) argue that the frictionless market view that a firm should not expend resources on managing idiosyncratic risk is unreasonable in the presence of market imperfections.”
• Enterprise risk management and firm performance: A contingency perspective (2009, unknown): “A general argument gaining momentum in the literature is that the implementation of an ERM system will improve firm performance (e.g., see Barton et al., 2002; Lam, 2003; Stulz, 1996, 2003; COSO, 2004; Nocco and Stulz, 2006; Hoyt and Liebenberg, 2009).”