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A Contingency‐Based Framework for Managing Enterprise Risk
Author(s) -
Hossein Nezhad Nedaei Bahareh,
Abdul Rasid Siti Zaleha,
Sofian Saudah,
Basiruddin Rohaida,
Amanollah Nejad Kalkhouran Abolfazl
Publication year - 2015
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.21604
Subject(s) - contingency , contingency theory , contingency plan , enterprise risk management , business , decentralization , enterprise resource planning , knowledge management , process management , resource (disambiguation) , risk management , risk analysis (engineering) , operations management , computer science , economics , computer security , philosophy , finance , market economy , computer network , linguistics
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. ©2015 Wiley Periodicals, Inc.
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