یک مطالعه مبتنی بر تجربی در مورد مدیریت ریسک سازمانی
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یک مطالعه مبتنی بر تجربی در مورد مدیریت ریسک سازمانی

عنوان فارسی مقاله: نقش مدیر ارشد مالی و مدیریت ریسک سازمانی: یک مطالعه مبتنی بر تجربی
عنوان انگلیسی مقاله: Chief financial officer roles and enterprise risk management: An empirical based study
مجله/کنفرانس: Heliyon
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت مالی، مدیریت اجرایی، مدیریت عملکرد، مهندسی مالی و ریسک، مدیریت کسب و کار
کلمات کلیدی فارسی: اقتصاد، نقش مدیر ارشد مالی، CRO، مديريت ريسك سازماني، عملكرد
کلمات کلیدی انگلیسی: Economics، CFO roles، CRO، Enterprise risk management، Performance
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: PubMed Central - Scopus - Master Journals List - DOAJ
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.heliyon.2019.e01934
دانشگاه: Department of Accounting, Covenant University, Ota, Ogun State, Nigeria
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 1/646 در سال 2019
شاخص H_index: 11 در سال 2020
شاخص SJR: 0/426 در سال 2019
شناسه ISSN: 2405-8440
شاخص Quartile (چارک): Q1 در سال 2019
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 10
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: ندارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: دارد
کد محصول: E13280
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


1- Introduction


2- Literature review


3- Methodology


4- Results


5- Robustness analysis


6- Conclusions


References

نمونه متن انگلیسی مقاله

Abstract


This study investigates the influence of CFO roles on the implementation of ERM initiatives in a sample of Nigerian financial institutions (between 2013-2017). We develop three distinct factors representing the CFO roles namely CFO power, CFO experience and CFO knowledge using principal component factoring. Like prior work, we measure ERM components simultaneously to capture the extent of sophisticated ERM system. Our findings pose that the CFO involvement in ERM implementation remains minimal while the CRO is solely responsible for ERM implementation, which could undermine cost-benefit effectiveness. Our empirical evidence reports that the sophisticated ERM only promote the market evaluation while the accounting performance is undermined. The result then contravenes the expectation that effective ERM enhances accounting performance by mitigating risk exposure. While the sophisticated ERM is significantly positive with leverage, which reveals that ERM implementation does not necessarily reduce the firm risk. This indicates that the ERM implementation remains ineffective to mitigate risks, where the CFO involvement in the ERM initiative is limited. We then advocate that CFOs should be allowed to contribute strongly on some specific aspects of ERM initiatives namely identification and analysis of key risk indicators, the financial implication of risks and integration of ERM into traditional finance activities.


Introduction


With the complexity of the business environment, management seeks to mitigate risks and the ability of firms to identify those risks early has formed part of the critical success factor (Soltanizadeh et al., 2014). This discretion in identifying and managing risk has resulted in the application of different approaches in mitigating such risks. Different interpretations and approaches to mitigating risks have undermined the effective managing risks, which are basically based on prior knowledge, organizational roles and industry (IFAC, 2018; Ojeka et al., 2017a). For instance, the measurement and assessment of risk have been a predominantly quantitative exercise designed to avoid loss or fraud in financial institutions. Since the financial crisis, the adopted approach is tailored to adequately inform decisions and manage uncertainty. Risk management is viewed as activities to prevent rather than processes to retorting crisis. However, the arising challenge with applying this pattern of risk management, which relies solely on mitigating risks increases cost while the resultant benefits to the firm's success and resilience remains minimal (IFAC, 2018). Enterprise Risk Management (henceforth ERM) is gaining ground among the practitioners and firms adopt it to identify and mitigate risk holistically. ERM approaches risk beyond silo-based view (Gordon et al., 2009). ERM requires the integration of different aspects of an organization and multiple procedures to collectively comprehend the level of an organization's exposure to uncertainties, which could distort the business objectives and the prospects for growth. ERM analyzes available information, which identifies the success or failures of uncertainties while decisions are based on the potential courses of action. The key goal of risk management is to increase shareholders' value (COSO, 2004; Pagach and Warr, 2011; Liebenberg and Hoyt, 2003).

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