Relevant bibliographies by topics / Chief Risk Officer (CRO)

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters

Academic literature on the topic 'Chief Risk Officer (CRO)'

Author: Grafiati
Published: 25 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Chief Risk Officer (CRO)"

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Scherbina, Tatiana, Olya Afanasieva, and Yulia Lapina. "Risk management, corporate governance and investment banking: The role of chief risk officer." Corporate Ownership and Control 10, no. 3 (2013): 313–30. http://dx.doi.org/10.22495/cocv10i3c2art5.

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This paper focuses on the defining the role of CRO in corporate governance and to show the interrelation between the way of CRO subordination and performance of investment bank. The sample consists of observations over a period of 2011 for 29 biggest investment banks (by amount of assets) implementing world-wide investment activity. The banks are originated in the USA (8), Eastern Europe (14), China (2), Japan (2), Canada (2), and Australia (1). With the aim to evaluate and compare financial performance of selected banks the construction of synthetic key performance indicator (SKPI) is worked out. The empirical analysis of risk management in the research is based on two different groups of factors, which could be used to evaluate the effectiveness of risk management in this sphere: analysis of CRO impact - Risk Management Committee factors and CRO factors, and Evaluation of Financial Performance. Results show that the CRO presence in investment banks effect positively on the financial performance.
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Vincent, Nishani Edirisinghe, Julia L. Higgs, and Robert E. Pinsker. "IT Governance and the Maturity of IT Risk Management Practices." Journal of Information Systems 31, no. 1 (December 1, 2015): 59–77. http://dx.doi.org/10.2308/isys-51365.

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ABSTRACT The Securities and Exchange Commission's enhanced disclosure rule on risk oversight, state laws requiring public disclosure of compromised customer information, and high-profile customer information breaches have caused Information Technology (IT) risk management practices to be a major concern for boards of directors and management. The Committee of Sponsoring Organizations of the Treadway Commission's (COSO) Enterprise Risk Management (ERM) framework emphasizes the importance of the board's oversight role while also bringing attention to the firm's reporting structure. Consequently, our study examines whether the maturity of IT risk management practices depends on Chief Information Officer (CIO) reporting structure and Chief Executive Officer (CEO)/Chairman duality. We develop a scale to measure strategic and operational maturity under the larger auspice of IT risk management and distribute a survey to high-level IT professionals. Our survey also captures the reporting structure of their firms. Consistent with our hypothesis, we find that the maturity of strategic IT risk management practices are higher when the CIO reports directly to the CEO. However, contrary to expectations, we do not find that operational risk management is more mature when the CIO reports to the Chief Financial Officer (CFO). Instead, operational risk management is higher when the CIO reports to the CEO. For public firms, the maturity of IT risk management practices are higher when the CEO is also the chairman of the board of directors. As C-level officers may have asymmetric access to the board, understanding reporting structures may inform firms, regulators, and interested stakeholders on how well IT risk is managed and factors that affect IT governance.
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Agnese, Paolo, and Paolo Capuano. "Risk Governance and Performance: Evidence From Eurozone’s Large Banks." International Journal of Financial Research 11, no. 5 (September 22, 2020): 28. http://dx.doi.org/10.5430/ijfr.v11n5p28.

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In this paper, by means of econometric models, we investigate the relationship between risk governance and performance of the Eurozone’s Global Systemically Important Banks (G-SIBs), over the period 2014-2018. The results of the quantitative analysis show that the choice to appoint a Chief Risk Officer (CRO) can be useful to shrink the bank risk-taking. Furthermore, we find that the importance attributed by the bank to the CRO – in terms of membership of the board of directors and in terms of remuneration – is positively correlated to both profitability and bank risk-taking. In addition, the analysis shows that the activity carried out by the Risk committee can be helpful to break down the risks.
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Rohaya, Mat Rahim Siti, and Fauziah Mahat. "Risk governance: Experience of Islamic banks." Risk Governance and Control: Financial Markets and Institutions 5, no. 2 (2015): 31–40. http://dx.doi.org/10.22495/rgcv5i2art4.

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Risk governance has evolved tremendously in the banking industry. Risk governance recommends the imperative roles of Chief Risk Officer (CRO) to oversee risk. This study explores risk governance influence over the Islamic banks performances. Multivariate analysis techniques measure simultaneously via Structural Equation Modelling (SEM). This study employed cross-sectional sample of 200 Islamic banks across 21 countries for the year 2014. To examine risk governance and Islamic banks performance, the study captures seventeen variables developed from risk management and corporate governance (ROA, ROE, Profit Margin, CRO, Shariah committee member, CEO, board size, remuneration meeting, credit rating, external audit, accounting standard, loan loss provision, capital adequacy ratio, total deposit ratio, GDP, central bank lending rate and inflation). The simulation result reveals, risk governance act as mediating variables towards Islamic banks performance. This study has practical and significance contribution for Islamic banks to understand risk governance, aligning with the fundamental risk management and corporate governance.
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Haveroth, Juçara, Leonardo Bernardi Rohenkohl, and Marcia Zanievicz Da Silva. "Fatores pessoais que influenciam a remuneração do Chief Risk Officer contratados por instituições financeiras no Brasil." Revista Brasileira de Contabilidade 1, no. 237 (June 28, 2019): 44. http://dx.doi.org/10.17648/rbc-vol1n237-1864.

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O objetivo da pesquisa foi analisar fatores pessoais que influenciam o nível de remuneração de profissionais contratados para atuarem como Chief Risk Officer (CRO) em instituições financeiras brasileiras. Para isso, adotou-se uma abordagem quantitativa com recorte longitudinal de seis anos (2010 a 2015). Os dados são oriundos do Cadastro Geral de Empregados e Desempregados (Caged) e contemplaram 990 observações. A variável dependente foi o salário do CRO, conforme o registrado no Caged, e as variáveis independentes, denominadas “fatores pessoais”, foram: gênero, raça, grau de instrução, idade e localização geográfica. Para o desenvolvimento da análise, aplicou-se a estatística descritiva por meio de referências cruzadas; o teste Qui Quadrado, para a relação entre as variáveis; e a delimitação do perfil do profissional pelo teste de Análise de Homogeneidade através de Mínimos Quadrados Alternados (Homals). Quanto aos resultados, entre os fatores analisados, a raça é o único fator que não se relaciona com nenhum nível salarial, ou seja, ela não é determinante para a variabilidade salarial da amostra estudada. Conclui-se que o perfil do CRO Brasileiro que mais se relaciona com altos salários é o de um profissional do gênero masculino, localizado geograficamente na região Sudeste, com alto grau de instrução e com faixa etária entre 31 a 40 anos.
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Abdulmalik, Salau Olarinoye, Noor Afza Amran, and Ayoib Che-Ahmad. "Chief executive officer retirement and auditor’s risk assessment." Journal of Financial Reporting and Accounting 18, no. 2 (April 4, 2020): 343–61. http://dx.doi.org/10.1108/jfra-04-2019-0052.

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Purpose This study aims to examine the unique nature of family firms by investigating the moderating effect of chief executive officer (CEO) identity on CEO career horizon and the auditor’s client risk assessment. Consistent with literature on family businesses, the level of CEO attachment to socio-emotional wealth (SEW) varies among family businesses. Design/methodology/approach This study used a longitudinal sample of 2,063 non-financial family firm-year observations from 2005 to 2016 listed on the Bursa Malaysia. The study used the general method of moments (GMM), which controls for endogeneity concerns. Findings The results reveal that, without the moderating effect of CEO identity, the relationship between CEO career horizon and auditor’s risk assessment is positive, which suggests that the auditor’s risk perception of retiring CEOs is very high. However, the interaction of CEO identity reverses the relationship as evidenced by the negative and significant coefficient on the interacted terms. The finding suggests that the auditor’s perceived risk associated with CEO career horizon is lower in family firms with CEOs affiliated to family members or in which the CEO has an equity stake. Overall, the findings provide compelling evidence that the extent of the CEO’s attachment to the firm’s SEW affects the auditor’s client risk assessment. Practical implications The findings of the study serve as an enlightenment to policymakers such as Bursa Malaysia and Security Commission that within the family-controlled firms, differences still exist; therefore, there might be a need for future regulatory initiative to cater for the specific need of family-controlled firms. Originality/value The study contributes to prior literature by departing from the agency theory adopted in previous studies on auditor choice in family firms under the assumption that family firms are homogenous.
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Haislip, Jacob, Jee-Hae Lim, and Robert Pinsker. "The Impact of Executives’ IT Expertise on Reported Data Security Breaches." Information Systems Research 32, no. 2 (June 2021): 318–34. http://dx.doi.org/10.1287/isre.2020.0986.

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Data security breaches (DSBs) are increasing investor and regulator pressure on firms to improve their IT governance (ITG) in an effort to mitigate the related risk. We argue that DSB risk cannot be mitigated by one executive alone, but, rather, is a shared leadership responsibility of the top management team (TMT) (i.e., Chief Executive Officer [CEO], Chief Financial Officer [CFO], and Chief Information Officer [CIO]). Our results suggest that IT-savvy CEOs see technologies related to mitigating DSBs as a top-three most important type of digital methodology for their firm. Similarly, the results related to CFOs with IT expertise single out the critical investment in controls designed to prevent DSBs. Our strong findings for CIOs on the TMT add to the related guidance from COBIT 5 for information security and consistently suggest that they are the key executive for securing IT systems. Finally, our granular explanation of each executive’s DSB-related responsibility could potentially provide firms the start of a governance-led roadmap for compliance to the Securities and Exchange Commission’s and Justice Department’s cyber regulations.
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Karanja, Erastus. "Does the hiring of chief risk officers align with the COSO/ISO enterprise risk management frameworks?" International Journal of Accounting & Information Management 25, no. 3 (August 7, 2017): 274–95. http://dx.doi.org/10.1108/ijaim-04-2016-0037.

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Purpose There are two main industry-sanctioned enterprise risk management (ERM) models, that is, COSO 2004 and ISO 31000:2009, that firms refer to when implementing ERM programs. Taken together, the two ERM models specify that firms should implement ERM programs to meet a strategic need, improve operations and reporting or to comply with government regulations or industry best practices. In addition, the focus of ERM implementation should be either the subsidiary, business unit, division, firm/entity or global level. The purpose of this study is to investigate whether firms are aligning their ERM implementations with these tenets: strategy, operations, reporting, compliance and the level of implementation. Design/methodology/approach The proxy for ERM implementation is the hiring of a Chief Risk Officer (CRO). The research data come from a sample of 122 US firms that issued a press release following the hiring of a CRO between 2010 and 2014. The press releases were retrieved and aggregated through content analysis in LexisNexis Academic. Findings The results reveal that many ERM implementations are occurring at the firm/entity level, and with the exception of reporting, firms consider ERM to be a strategic firm resource capable of improving business operations and compliance initiatives. Originality/value There is a dearth of research studies specifically investigating whether ERM programs adopted by firms are aligned with the specification of COSO 2004 and ISO 31000:2009 frameworks. The apparent lack of a clear understanding of the alignment between the firm ERM programs and the industry’s ERM frameworks may limit the development and implementation of ERM and the eventual realization of the benefits associated with a successful ERM implementation.
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Mensah, Godson K., and Werner D. Gottwald. "Enterprise risk management: Factors associated with effective implementation." Risk Governance and Control: Financial Markets and Institutions 6, no. 4 (2016): 175–206. http://dx.doi.org/10.22495/rcgv6i4c1art9.

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Risk management is undergoing a great change, as organizations shift from the traditional and compartmental to an enterprise wide approach. Consequently, enterprise risk management (ERM) is gaining global attention among risk management professionals and academics. The demand for the adoption of ERM has led to several companies embracing it, yet its implementation has become challenging. Research shows that ERM approach emphasizes a holistic approach for assessing and evaluating the risks that an organization faces as against the “silo” approach of the traditional methods. The extant literature shows that through the reduction of the risk that an organization faces, ERM is capable of improving the performance and value. The study used a non-experimental correlational approach to explore the relationship between the presence of a chief risk officer (CRO) and an audit committee (AC), and the support of top management (TM) in relation to the implementation of ERM. A survey instrument was provided to self-identified risk-management professionals who are members of Survey Monkey Audience Service database. The target sample frame requested for analysis using a power of .95 was (n = 119). However, the final number analyzed was (n = 134). Frequencies and percentages were conducted on the demographic survey items and regression and correlational analyses were also performed. The study findings show that there was a significant relationship between the role of a CRO, the presence of an AC, and the support of TM and the level of ERM deployment. The study also found significant correlations between management support level and CRO, and AC. In addition, a much strong positive correlation was noted between the presence of a CRO and an AC.
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Erin, Olayinka, Omololu Bamigboye, and Jonah Arumona. "RISK GOVERNANCE AND FINANCIAL PERFORMANCE: AN EMPIRICAL ANALYSIS." Business: Theory and Practice 21, no. 2 (November 9, 2020): 758–68. http://dx.doi.org/10.3846/btp.2020.10850.

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This study examines the influence of risk governance on financial performance of 50 quoted firms in the Nigerian financial sector for the period of five years (2013–2017). Panel data was used to examine how the risk governance variables (Enterprise Risk Management_index, Chief Risk Officer_presence, Board Risk Committee_size, Board Risk Committee_activism, and Board Risk Committee_independence) affects financial performance (Return on Asset). The study reveals empirically that most of the risk governance variables (ERM_index, CRO_presence, BRC_activism, and BRC_independence) have a significant and positive impact on the performance of the firm with the exception of BRC_size which shows a negative association with the financial performance of the studied firms. The study empirically reveals that strong Chief Risk Officer (CRO) presence, effective board risk committee, and inclusion of independent directors in the risk committee will go far in serving as factors that would improve the performance of firms in today’s financial environment. This study made a lot of core findings that contribute to the emerging literatures on risk governance and risk management research.
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Dissertations / Theses on the topic "Chief Risk Officer (CRO)"

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Govender, Ashley. "The extent to which CEO risk appetite influences company performance." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/29677.

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The crucial decisions that impact the performance of an organisation are usually taken by the Chief Executive Officer (CEO). However, little is known about the impact that a CEO's risk appetite has on the decision making processes and its ultimate impact on company performance. A greater understanding of the relationship between CEO risk appetite and organisational performance will facilitate the improvement of strategy formulation for the purpose of managing risk appetite at an executive level.A qualitative exploration into the factors that have been acknowledged as contributory aspects in the development of executive risk appetites highlighted the aspects which had the greatest association to the formation of CEO risk appetite. These aspects were utilised in the formation of an interview schedule that evaluated the perceptions of seven CEOs regarding their risk appetite preferences.Using the findings of the CEO interviews, a model was formulated to quantify CEO risk appetite and test its relationship with company performance, which had been calculated via a quantitative analysis of company financial records.The findings of the analysis into the relationship between CEO risk appetite and company performance indicated a positive linear relationship between the two variables. The research findings regarding the factors contributing to CEO risk appetite also proved consistent with the majority of the literature on the subject.The implication of the findings for South African organisations will be an improved understanding of the relationship between CEO risk appetite and organisational performance and the ability to develop strategy around managing this relationship.
Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
unrestricted
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Mculu, Jevio. "A critical analysis of the role of the chief financial officer within local municipal council / Jevio Mculu." Thesis, North-West University, 2008. http://hdl.handle.net/10394/4115.

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The Municipal Manager is responsible for the overall financial management of the municipality as requirement of MFMA. However, section 79(1) of the MFMA makes a provision for the municipal manager to delegate the financial management to the senior manager. The legislative requires that all municipalities should appoint a Chief Financial Officer (CFO) who must be a member of the Senior Management of the municipality. The act, furthermore, requires the municipality to establish the budget and treasury office to be headed by the CFO. In 2007, the Minister of Finance released guidelines for the minimum competency requirement regulation of CFOs implemented on the first day of July 2007. According to the literature review, the CFO should move away from being number crunchers to become more visible in strategic and leadership management. Generally, according to the literature review, financial management within local municipalities in Gauteng is not properly managed. This was revealed in the general report on the audit outcomes of local government for the financial year ended 30 June 2003, 2004 and 2005. The summary of these reports shows that the Auditor-General expressed disclaimer of opinion to 50% of the financial statements and 13.1% adverse opinion of the municipalities. The reports further revealed that most of the municipalities do not have effective internal risk management or internal audit departments, late submission of financial statements is rife, and failure to implement newly enacted legislation prevails. Therefore, the municipalities' overall financial management is not well managed. The data gathered from the municipalities by administering questionnaires show that the local municipalities' finances are properly managed and they have effective systems of internal control. The municipalities have internal audit or risk management departments, they have functional audit committees and lastly, they implement recommendations from the Auditor-General's office and internal audit diligently. Information from the Auditor-General's office contradicts the information received from municipalities. The researcher is biased towards accepting the Auditor-General's point of view since the Auditor-General has no reason to paint a good or bad picture about the municipalities. The problem presented is that the municipalities do not have welt-established governance structures in place, in the first place; secondly, the contradiction highlights the perceptions of the people involved with the day-to-day financial management about its effectiveness and the Auditor-General's opinion of it. To overcome the problems, municipalities are advised to include competency assessment in their job selection processes, develop their staff members, establish and implement succession planning, and adhere to the legislation and submission timeframes. It is further recommended that the municipalities should adhere to the policy framework and develop strategies that support enhanced service delivery, as well as to instill energy and thought to overcome loss of skill and expertise due to high staff turnover.
Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2009.
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Wang, Lingling. "CEO employment history and risk-taking in firm policies." unrestricted, 2009. http://etd.gsu.edu/theses/available/etd-04292009-150418/.

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Thesis (Ph. D.)--Georgia State University, 2009.
Title from file title page. Harley E. Ryan, committee chair; Conrad Ciccotello, Omesh Kini, Jayant Kale, committee members. Description based on contents viewed July 1, 2009. Includes bibliographical references (p. 72-74).
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Monzelo, Pedro Miguel Centúrio Sol. "A função do Chief Information Security Officer nas organizações." Master's thesis, Instituto Superior de Economia e Gestão, 2018. http://hdl.handle.net/10400.5/17568.

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Mestrado em Gestão de Sistemas de Informação
Num mundo cada vez mais conectado e digital, a informação é crescentemente vista como potenciador do negócio e fonte de vantagem competitiva. Assim, a segurança de informação torna-se crítica ao proteger os ativos de informação, pelo que a estratégia de segurança organizacional tem vindo a alinhar-se com os seus objetivos de negócio. Por outro lado, as recentes alterações legais, tais como a Diretiva Segurança das Redes e da Informação e o Regulamento Geral de Proteção de Dados, vêm impor regras relativamente à privacidade e à segurança da informação, permitindo às organizações um redesenho ou ajuste dos seus processos de forma a garantir que a informação se encontra efetivamente segura. Neste contexto, o Chief Information Security Officer assume um papel de destaque na coordenação da confidencialidade, integridade e disponibilidade da informação na organização. Este trabalho pretende estudar o ambiente geral da segurança de informação nas organizações, analisar o papel do CISO, e compreender onde este deverá estar integrado na estrutura organizacional. Para tal, foram realizadas entrevistas a consultores especialistas e a pessoas com cargos diretivos nas áreas de sistemas de informação e de segurança da informação, que permitiram concluir que ainda é necessário um grande amadurecimento a nível das organizações em Portugal relativamente ao tema, e que tal poderá dever-se à ausência de uma cultura de segurança estabelecida no país. Por outro lado, o papel do CISO tem assumido uma maior relevância, sendo que é uma opinião geral que o mesmo deverá ter uma relação próxima com a administração das organizações.
In an increasingly connected and digital world, information is seen as a business enabler and a source of sustained competitive advantage. Thus, information security is becoming critical so to protect these information assets, which is why the concern with organizations’ security strategy has been aligning with their strategic objectives. On the other hand, recent changes in regulation, as Network and Information Security (NIS) directive and the General Data Protection Regulation (GDPR), come to regulate and create rules when it comes to information security, and allow organizations to redesign or adjust these processes in order to ensure that information is, in fact, safe. In this context, the Chief Information Security Officer (CISO) comes to play an important role in coordinating confidentiality, integrity, and availability of information in the organization. This paper aims to study organizations’ information security environment in general, analyse the CISO’s role inside them, and understand where they should be integrated in the corporate structure. To do so, interviews were conducted on experienced information security consultants and information systems and information security directors, which allowed to conclude that organizations in Portugal still need a great amount of maturing when it comes to information security, and that this may eventually be due to the absence of an established security culture in the country. On the other hand, the CISO’s role has been increasing in relevance, being a general opinion that their relationship with organizations’ boards should be close.
info:eu-repo/semantics/publishedVersion
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Donnelly, Richard John. "Performing the role of Chief Risk Officer : reconceptualising Enterprise Risk Management in search of better decision making." Thesis, University of Auckland, 2011. http://hdl.handle.net/2292/9663.

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Enterprise Risk Management is a set of standardised and widely adopted ideas and designs for how organisations should pay attention to uncertainty. A principal claim of the international discourse around ERM is that it leads to improved enterprise performance through better decision making. In organisations the Chief Risk Officer is formally tasked with implementing ERM, but there is little relevant academic theory to inform this role. There is a dearth of supporting explanatory theory, and lack of insight with respect to translating world-level concepts of ERM into operational systems and processes in organisations. The thesis contributes to filling this gap by exploring ways in which CROs may understand and approach the decision support function of their roles. Empirical grounding was provided by a detailed, longitudinal case study of the implementation of ERM by the Corporate Risk Manager at Watercare Services Ltd. The case study was significant because of the CRM's principal focus on how ERM could support "better" decision making in the organisation. Theoretical grounding was provided by drawing on literatures from a range of disciplines to interpret and analyse the particulars of the CRM's performance, and to theorise the decision support function of the CRO role. The following question served as the focal lens for the inquiry: How should CROs understand their role with respect to "improving" organisational decision making, and what strategies might they employ toward this goal? The principal claim that the thesis makes is that there are different legitimate ways of conceptualising ERM and thus of interpreting the role of the CRO. Those different ways of "seeing" imply different possibilities for acting, which may be more or less effective with respect to improving decision making quality. The thesis argues that, of the identified perspectives, one is more likely to be workable as a basis for productive intervention by CROs than the others. Methodologically the thesis employs transdisciplinary modes of knowledge production. This is reflected in the wide range of literatures with which the thesis engages, the collaborative Dialogues between researcher and practitioner where we reflected on the complex problematics and uncertainties encountered, and the hermeneutic approach to the analysis, characterised by constant questioning and re-articulation of preconceptions through dialogical confrontation. Although far from typical of engineering research, the thesis illustrates and contributes methodologically to the current debate about the appropriate scope of education for engineers in the 21st Century.
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De, Swardt Cecilia Jacoba. "A qualitative study of the competencies that should be covered by a specialised undergraduate degree in risk management." Diss., 2021. http://hdl.handle.net/10500/27531.

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Purpose The purpose of the research was firstly, to determine the competencies required of risk managers and secondly, to consider the implications of such competencies in determining possible modules for inclusion in the design of a specialised undergraduate qualification in Risk Management. Methodology A qualitative research approach was followed, involving focus group interview sessions as part of an Interactive Qualitative Analysis (IQA) research study. Focus Group 1 comprised of academics teaching risk management at public universities in South Africa, and Focus Group 2 comprised of risk management practitioners in South Africa. Findings The competencies identified are business management and risk management knowledge; attributes such as assertiveness and courage; values such as ethics and integrity; as well as people, business and technical skills. Research implications The unique contribution of the current research was the innovative use of IQA for data collection, the removal of subjectivity and the rigour in analysing and presenting the results. The results are a starting point or foundation for the design of a specialised undergraduate degree in risk management that will both meet the requirements of the risk management profession and will equip learners with the best possible combination of knowledge, skills, attributes, values and attitudes to effectively manage risk in organisations. The implications for further research are that a study of the design, benchmarking and validation of a curriculum framework for a specialised undergraduate degree in risk management could be conducted. The development of a curriculum framework or curriculum did not form part of the scope of this study.
Okokuqala inhloso yocwaningo, ukuthola amakhono adingekayo kubaphathi bezinhlekelele kanti okwesibili, ukubheka imiphumela yalokho kusebenza ekunqumeni amamojuli angafakwa ekwakhiweni kweziqu ezikhethekile ezingakaphothulwa ngabafundi ku-Risk Management. Kwalandelwa indlela yocwaningo efanelekile, ebandakanya izikhathi zokuxoxisana zamaqembu njengengxenye yocwaningo lwe-Interactive Qualitative Analysis (IQA). I-Focus Group yoku-1 inabafundi abafundisa ukulawulwa kwezinhlekelele emanyuvesi vi kahulumeni aseNingizimu Afrika, kanye neFocus Group yesi-2 inabasebenzi bokulawulwa kobungozi eNingizimu Afrika. Amakhono ahlonziwe ukuphathwa kwebhizinisi nolwazi lokulawulwa kobungozi; anezimpawu ezinjengokuzethemba kanye nokuba nesibindi; ubugugu obufana nokuziphatha nobuqotho; kanye nabantu, amakhono ebhizinisi nezobuchwepheshe.
Die doel van die studie was eerstens om die bekwaamhede waaroor risikobestuurders moet beskik te bepaal, en tweedens, wat die implikasies van sodanige bekwaamhede inhou vir die modules vir insluiting in die ontwerp van ‘n gespesialiseerde voorgraadse kwalifikasie in Risikobestuur. Die studie het ‘n kwalitatiewe navorsingsbenadering gevolg deur gebruik te maak van fokusgroepsessies as deel van ‘n Interaktiewe Kwalitatiewe Ontleding (IKO) navorsingstudie. Fokusgroep 1 het bestaan uit akademici wat risikobestuur by openbare universiteite in Suid-Afrika doseer, en Fokusgroep 2 het uit risikobestuurpraktisyns in Suid-Afrika bestaan. Die bekwaamhede wat identifiseer is, is kennis van ondernemingsbestuur en risikobestuur; eienskappe soos selfgeldendheid en moed; waardes soos etiek en integriteit; asook mense, sake en tegniese vaardighede.
Finance, Risk Management and Banking
M. Com. (Risk Management)
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Chou, Ming-Hsing, and 周明興. "A Study on the Effect Factors of Appointing Chief Risk Officers(CRO) in the Banking Industry in Taiwan: from ERM－Integrated Framework." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/89145346207832779006.

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碩士
國立高雄第一科技大學
風險管理與保險研究所
101
After revealing several cases of internationally renowned corporate governance scandal, the Committee of Sponsoring Organizations of the Treadway Commission (COSO) - Enterprise Risk Management (ERM) has gained great attention by academic researchers and enterprises, gradually becoming the most important part of internal control and auditing of an enterprise. ERM provides integrated and comprehensive risk management methods for firms to control a variety of risk status and well set in decision-making which different from the traditional risk management. In this study, we use the binary logistic hierarchical regression (BLHR) approach to identify the effect factors of hiring a Chief Risk Officer (CRO) in Taiwan?Ss Banking Industry from COSO ERM framework and based on the Taiwan Economic Journal (Taiwan Economic Journal, referred TEJ) as well as the Bank''s annual statements data during the period 2000-2011. The results of this study indicate that the binary logistic hierarchical regression (BLHR) approach to improve the identification effect on the regression results. We also show that the Taiwan Based(TWBASED), Government(GOV), Significant Scandal Loss(SSL), Guarantee Of Champion(GOC) and Earnings Volatility(EV) have not significant different. However, the Revenue(REV), Board of directors Non Independent Percent(BOD NINDP), Chief Financial Officer(CFO), Board of Directors Independent(BOD IND) and Financial Leverage Index(FLI) have significant different and all the significant variables are positive effect on the hiring a Chief Risk Officer in Taiwan?Ss Banking Industry.
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8

Wang, Yi-Ping, and 王毅平. "The Effect of Chief Executive Officer Turnover and Board Characteristics on Corporate Risk." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/vhtysm.

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碩士
淡江大學
保險學系保險經營碩士班
106
The study examines the influence of CEO turnover, board turnover and board characteristics on corporate risk using the sample of 7,956 firm-year observations in Taiwan stock exchange and Taipei stock exchange from 2006 to 2012. This study adopts the next five years standard deviation of the ROA of each company to measure the variability of corporate risk, and distinguishes the sample according to family business, electronic industry and financial crisis, separately. The results of empirical study show that the standard deviation of ROA and CEO turnover are higher and board turnover is lower in electronic industry than in non-electronic industry. CEO turnover and board turnover have a positive and significant relationship with corporate risk which means when CEO turnover and board turnover are more frequently, corporate risk is higher. Board size has a negative and significant relationship with corporate risk, indicating that more board members enhance monitor effect and then decrease corporate risk. In family business sample, CEO turnover has a positively significant relationship with corporate risk at 1% significance level; however, the relationship is not significant in non-family business. The effect of CEO turnover on corporate risk in non-electronic industry is more significant than those in electronic industry. The effect of CEO turnover on corporate risk after a financial crisis is more significant than those before a financial crisis.
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9

Amoozegar, Arash. "On the Role of the Chief Risk Officer and the Risk Committee in Insuring Financial Institutions against Litigation." Thesis, 2013. http://spectrum.library.concordia.ca/977518/1/Amoozegar_MSc_F2013.pdf.

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Can Chief Risk Officers (CROs) act as insurance against litigation risks in financial institutions? In most financial institutions, CROs and their risk management staff fulfill a key role in managing risk exposures, yet their lack of involvement in the governance of banks has been cited as an influential factor that contributed to management team failure and the financial crisis of 2007-2008. A variety of legislative and regulatory bodies have pressured financial firms to improve their risk governance structures to better weather any potential future crises. Assuming that CROs are indeed given sufficient power to influence the corporate governance of financial institutions, can they provide these firms with the promised benefits? To partially answer this question, we consider one of the final outcomes of risky behavior: shareholder litigation. By comparing the risk governance characteristics of sued firms with their non-sued peers, we show that proper risk governance reduces a firm’s litigation probability. We accomplish this by using principal component analysis and by constructing a single measure that captures various aspects of risk management in a firm. In addition, we show that the addition of our risk management factor to models that have been previously proposed in the literature improves the accuracy of those models in identifying companies that are most susceptible to class action lawsuits.
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Books on the topic "Chief Risk Officer (CRO)"

1

Practical risk management for the CIO. Boca Raton, FL: Auerbach Publications, 2011.

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Averett, Patricia V. High-risk consulting with the CEO: Leveraging the alliance for change when the stakes are high. Palo Alto, Calif: Davies-Black Pub., 1999.

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Research, Institute for Career. Careers in information technology management: The world runs on information provided by these computer experts : you may rise to the top corporate job of CIO (chief information officer). [Chicago, Ill.]: Institute for Career Research, 2001.

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The progress of the DHS Chief Intelligence Officer: Hearing before the Subcommittee on Intelligence, Information Sharing, and Terrorism Risk Assessment of the Committee on Homeland Security, U.S. House of Representatives, One Hundred Ninth Congress, second session, May 24, 2006. Washington: U.S. G.P.O., 2007.

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United States. Congress. House. Permanent Select Committee on Intelligence. Subcommittee on Terrorism, Human Intelligence, Analysis, and Counterintelligence, ed. The Department of Homeland Security Second Stage Review: The role of the Chief Intelligence Officer : joint hearing before the Subcommittee on Intelligence, Information Sharing, and Terrorism Risk Assessment of the Committee on Homeland Security joint with the Subcommittee on Terrorism, Human Intelligence, Analysis, and Counterintelligence of the House Permanent Select Committee on Intelligence, House of Representatives, One Hundred Ninth Congress, first session, October 19, 2005. Washington: U.S. G.P.O., 2007.

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Scherling, Mark. Practical Risk Management for the CIO. Auerbach Publishers, Incorporated, 2016.

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7

Nofsinger, John R., and Pattanaporn Chatjuthamard. Corporate Executives, Directors, and Boards. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190269999.003.0005.

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This chapter assesses the behavior of corporate managers and boards of directors within the framework of agency theory, stewardship theory, and psychological biases. In agency theory, a chief executive officer (CEO) is motivated to act in his or her own best interests rather than those of shareholders. Stewardship theory posits that a CEO is a self-actualizing individual seeking to grow and reach a higher level of achievement through leading an organization. A CEO exhibits self-interested behavior in managing the firm. The CEO also exhibits optimism, overconfidence, and risk-aversion behaviors that are not optimal for the company. In the context of agency theory, the board of directors should enact incentive structures and monitoring to control these behaviors. However, directors also suffer from self-interests and cognitive biases. Specifically, boards may suffer from group-dynamic problems such as social loafing, poor information sharing, and groupthink.
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Association, American Bar, ed. Chief crisis officer: Structure and leadership for effective communications response. American Bar Association, 2017.

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Kissinger, Bryan. Business-Minded Chief Information Security Officer: How to Organize, Evangelize, and Operate an Enterprise-wide IT Risk Management Program. Business Expert Press, 2020.

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Resolution Trust Corporation: Oversight of certain loan servicers needs improvement : report to the President and Chief Executive Officer, Resolution Trust Corporation. Washington, D.C: The Office, 1992.

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Book chapters on the topic "Chief Risk Officer (CRO)"

1

Eisenberg, Norbert. "Veränderung der Unternehmensführung, Rolle und Einbindung des Chief Restructuring Officer (CRO)." In Handbuch Unternehmensrestrukturierung, 739–55. Wiesbaden: Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-04116-8_17.

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Eisenberg, Norbert. "Restrukturierungsmanagement: Veränderung der Unternehmensführung, Rolle und Einbindung des Chief Restructuring Officer (CRO)." In Handbuch Unternehmensrestrukturierung, 1–14. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-04778-8_17-1.

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Chappell, Christopher. "The Board and the New Chief Risk Officer." In The Executive Guide to Enterprise Risk Management, 152–60. London: Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137374547_10.

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Mikes, Anette. "Becoming the Lamp Bearer: The Emerging Roles of the Chief Risk Officer." In Enterprise Risk Management, 69–85. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2011. http://dx.doi.org/10.1002/9781118267080.ch5.

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Kantowsky, Jan, Axel Schulte, Michael Dorn, Jens Haas, and Peter Neubacher. "Stakeholder Management als zentraler Erfolgsfaktor in der Restrukturierung – die Rolle des Chief Restructuring Officer (CRO)." In Stakeholder Management in der Restrukturierung, 293–320. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-4157-2_5.

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Aabo, Tom, John R. S. Fraser, and Betty J. Simkins. "The Rise and Evolution of the Chief Risk Officer: Enterprise Risk Management at Hydro One." In Enterprise Risk Management, 531–56. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2011. http://dx.doi.org/10.1002/9781118267080.ch28.

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Harrison, Glenn W., and Richard D. Phillips. "Subjective Beliefs and Statistical Forecasts of Financial Risks: The Chief Risk Officer Project." In Contemporary Challenges in Risk Management, 163–202. London: Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137447623_8.

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8

Teodósio, João. "Corporate Governance in Portugal." In Advances in Finance, Accounting, and Economics, 147–67. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7596-3.ch008.

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This study provides a literature review of the research on the corporate governance mechanisms of Portuguese firms. Based on a sample of 47 articles published, between 2004 and 2019, it is documented that research is predominantly focused on corporate governance mechanisms as determinants of the performance on non-financial listed firms. Literature reports, in its majority, that board size decreases firm performance while CEO (Chief Executive Officer) non-duality promotes it; board size, board independence, and CEO non-duality improve the level of firms' information disclosure; CEO age is positively associated with an increase of CEO pay but CEO duality has an opposite effect; board independence increases firm risk-taking. These results should be of interest to national authorities in the development of future regulation related to firms' corporate governance and to national and international investors that intend to invest in Portuguese companies.
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"16. The Rise and Evolution of the Chief Risk Officer." In Corporate Risk Management, 348–78. Columbia University Press, 2008. http://dx.doi.org/10.7312/chew14362-016.

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Mikes, Anette. "The Triumph of the Humble Chief Risk Officer." In Riskwork, 253–73. Oxford University Press, 2016. http://dx.doi.org/10.1093/acprof:oso/9780198753223.003.0013.

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