Enterprise Risk Management: Strategic Antecedents, Risk Integration and Performance

The current literature on the adoption of enterprise risk management (ERM) abstracts from the issue of the implications of individual risk management (IRM) practices embedded in this process. Accounting for various IRMs, this paper presents a theoretical basis to study the strategic determinants, risk integration, and value creation of ERM. We tested hypotheses with data from the US property and casualty (PC) insurance market. Our results show that insurers with more reinsurance purchase, higher derivative usage, and greater geographic diversification are more likely to adopt ERM. After ERM initiation, the magnitude of certain IRM adjustments is substantial. Interestingly, the market responds negatively to ERM adoption. ERM displays a strong negative correlation with firm value with a discount of 11% (5%) in terms of Tobin's Q (ROA).