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1 – 1 of 1Parvaneh Saeidi, Sayyedeh Parisa Saeidi, Sayedeh Parastoo Saeidi, Mercedes Galarraga Carvajal, Hugo Villacrés Endara and Lorenzo Armijos
This study aims to test the effects of enterprise risk management (ERM) on firms’ outcomes and the moderating role of knowledge management (KM) on ERM–firms’ outcomes relationship.
Abstract
Purpose
This study aims to test the effects of enterprise risk management (ERM) on firms’ outcomes and the moderating role of knowledge management (KM) on ERM–firms’ outcomes relationship.
Design/methodology/approach
Data were collected via a questionnaire survey among public listed companies on the principal stock exchange market in Malaysia. A total of 124 questionnaires were received by mail questionnaire. The results were examined through structural equation modelling and partial least squares.
Findings
The outcomes specified that ERM has a positive and noteworthy influence on firms’ outcomes, and KM has a moderating influence on the correlation among ERM and firms’ outcomes.
Research limitations/implications
The qualities, procedures and laws of the Malaysian corporations chosen as the sample firms, as well as their regulations, may not be representative of all other countries. Moreover, this study considered only one variable as a moderator, while there are many variables that different studies can consider as moderator or mediators.
Practical implications
The results of this research imply that employees’ awareness and knowledge of events, opportunities and risk, along with their engagement in the institute’s strategy, are critical for risk management and controlling. For the managers, the results of this research can be helpful to their businesses by identifying the effective KM capability that may enhance their positive outcomes. Managers and organizations can use KM as an instrument to increase ERM effect on firms’ outcomes.
Social implications
KM and ERM are both significant intangible resources that are hard to imitate and are uniquely specified programs, which are important contributors to firm success in the long run. Moreover, the contingency theory of ERM was proved through the results of this study as it was identified in the public companies, that implementation of ERM as a strategic management practice, by organizations along with an effective KM may enhance the achievement of objectives and outcomes.
Originality/value
This study helps to measure ERM comprehensively and how intangible assets such as KM can affect the comprehensive risk management process and its effectiveness.
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