A contingency-based framework for managing enterprise risk
Although studies focused on contingency theories of enterprise risk management (ERM) as a critical facet of an organization's management control system abound, they have yielded few significant results. A review of the literature on ERM contingency theory and the factors that can affect ERM lea...
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| Main Authors: | , , , , |
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| Format: | Article |
| Published: |
Wiley
2015
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| Subjects: | |
| Online Access: | http://eprints.utm.my/id/eprint/55442/ http://dx.doi.org/10.1002/joe.21604 |
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| Summary: | Although studies focused on contingency theories of enterprise risk management (ERM) as a critical facet of an organization's management control system abound, they have yielded few significant results. A review of the literature on ERM contingency theory and the factors that can affect ERM leads to a discussion of the impact of decentralization, organization size, and enterprise resource planning (ERP). Several hypotheses on possible interactions result in a contingency-based model for managing enterprise risk that takes into account the effects of these three factors on ERM practices, and offers organizational leaders guidance on how best to improve performance. |
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