证券公司经纪业务创新模式及其全面风险管理机理研究

经纪业务创新是我国证券业新时期创新发展的核心内容之一.本文归纳总结了我国证券公司经纪业务由单一通道服务模式向全面财富管理模式转型的表现与特征,提出了证券公司经纪业务创新的全面风险管理理念,揭示了链式风险管理、平台化风险管理、虚拟化风险管理与全员化风险管理的全面风险管理机理.     

我国证券公司风险管理探讨

证券公司风险管理对于证券市场的稳定运行具有重要影响。本文拟从风险管理意识、框架与技术等方面分析我国证券公司风险管理中存在的问题,并提出一些相应的对策建议,以期为我国证券公司提升风险管理水平提供参考。     

浅析证券公司风险管理

近几年来,证券公司在我国发展迅速,成为金融市场领域重要的组成部分,在金融领域里,风险管理已经成为不可缺少的一部分。相对于我国而言,虽然我国根据自身特点的探索了适合的风险管理路线和管理方法,但是在风险管理方面依然存在着诸多问题,主要表现在证券公司治理结构、制度规范、资产比重、资本规模、业务服务及人才培养的各个方面,本文从证券公司风险管理的现状出发,分析了证券公司风险管理存在的问题,提出了需要将市场经济和宏观调控结合起来,解决证券公司风险管理中存在的问题,为证券公司风险管理和金融市场的进一步完善具有参考性的借鉴意义。     

证券公司全面风险管理理念打造与实施

证券公司作为资本市场的专业服务机构,需要树立全面风险管理理念,构建全面风险管理体系,对风险管理进行定期评估,依据评估结果持续优化风控体系。本文概述了全面风险管理的主要特点与风控体系,梳理了证券公司全面风险管理的实践探索与管理理念,并结合实践提出了对策建议。     

我国证券公司有效风险管理体系探讨

全面、有效的风险管理是现代金融机构获得成功的一个重要因素。而要对风险进行全面有效的管理，就必须有与之相适应的组织架构作为保障。本文从全面风险管理的内涵出发，并借鉴美国投资银行的经验，结分我国证券公司的现状，对国内证券公司如何建立一个相对科学的风险管理组织架构进行了探讨并提出了一些建议。     

次贷危机下我国证券公司的财务与风险管理

随着国际经济的发展和国内市场的放开,我国证券公司面临的风险越来越大,尤其是在次贷危机下,我国证券公司怎样才能合理地预防和规避风险,这一议题显得尤其重要。本文研究了我国证券公司的风险管理现状,提出了相应的风险管理措施。     

简论我国证券公司风险管理及对策

证券公司风险管理是指证券公司通过制定管理政策及操作程序来识别度量、评估分析、监控处理证券公司风险,保证所承担风险的规模与结构的优化、风险与回报的平衡,更好地进行风险管理,提高核心竞争力,对于我国证券行业健康发展具有重要意义。     

简论我国证券公司风险管理及对策

证券公司风险管理是指证券公司通过制定管理政策及操作程序来识别度量、评估分析、监控处理证券公司风险,保证所承担风险的规模与结构的优化、风险与回报的平衡,更好地进行风险管理,提高核心竞争力,对于我国证券行业健康发展具有重要意义。     

海外投资银行的风险管理

海外投资银行在长期的发展中，普遍建立了完善的风险管理体系，包括制定恰当的风险管理战略，建立独立有效的风险管理框架，拥有全面系统、严格而又灵活的风险管理政策和程序，开发和运用了先进的风险管理技术工具等，这些经验值得我国证券公司建立内控机制和风险管理体系时借鉴。     

证券公司管理审计探讨

一、证券公司管理审计目标1、保障经营安全。证券公司是高风险的行业,风险管理是公司经营管理活动的核心,风险管理水平是证券公司核心竞争力的体现。通过实施风险管理审计,能及时发现风险管理中存在的问题,并提出相关改进建议,同时对经营者形成一种约束,减少经营者的“逆向选择”和“道德风险”,有力地保障证券公司的经营安全。2、促进管理进步。证券公司目前普遍处于经营管理转型期,需大力完善内部管理制度,大力规范业     

Enterprise risk management and firm performance: A contingency perspective

In recent years, a paradigm shift has occurred regarding the way organizations view risk management. Instead of looking at risk management from a silo-based perspective, the trend is to take a holistic view of risk management. This holistic approach toward managing an organization’s risk is commonly referred to as enterprise risk management (ERM). Indeed, there is growing support for the general argument that organizations will improve their performance by employing the ERM concept. The basic argument presented in this paper is that the relation between ERM and firm performance is contingent upon the appropriate match between ERM and the following five factors affecting a firm: environmental uncertainty, industry competition, firm size, firm complexity, and board of directors’ monitoring. Based on a sample of 112 US firms that disclose the implementation of their ERM activities within their 10Ks and 10Qs filed with the US Securities and Exchange Commission, empirical evidence confirms the above basic argument. The implication of these findings is that firms should consider the implementation of an ERM system in conjunction with contextual variables surrounding the firm.     

Is ERM Legally Required? Yes for Financial and Governmental Institutions,No for Private Enterprises

We examine whether enterprise risk management (ERM) is legally required for financial institutions (e.g., banks, securities brokerage firms, insurance, hedge funds and mutual funds), government entities, publicly traded companies, and private enterprises. We find that ERM is legally required for U.S. financial institutions and for some government‐sponsored enterprises. Legally required means required by U.S. statutes, federal case law, or U.S. regulatory agencies (e.g., Securities and Exchange Commission [SEC]). ERM is an important factor for rating organizations (e.g., Standard & Poor's [S&P]), but not legally required. We found no U.S. statutes or federal court cases requiring an ERM framework for private enterprises, although ERM is accepted as a value‐contributing best practice, and elements of ERM are practiced by some private enterprises. For publically traded companies, elements of ERM are required by federal statute, by the SEC, and by S&P. We suggest that if a private enterprise is sued in U.S. federal court alleging breach of a legal duty to practice ERM, the suit will likely be dismissed. We trace the development of ERM from a traditional risk management (TRM) base. Fortunately, ERM is recognized as a value‐contributing best practice in corporate governance even when legal standards do not require it.     

How the enterprise risk management function influences decision-making in the organization – A field study of a large,global oil and gas company

Risk management has been a discipline for decades. However, organizations have only recently begun to introduce a separate enterprise risk management (ERM) function. The aim of this study is to examine the transformation of the ERM function's influence in a company over time. We use a historical case study informed by social theory on how to influence others to investigate this phenomenon. The findings show that the construction of risk technologies over time triggers a change in the ERM function's influence on decision-making. Two processes of influence are used by the ERM function: selling new ideas and managing knowledge across boundaries. In the first process, the ERM function attempts to vertically influence top management's decisions regarding acceptance of new risk management technologies. In the second process, the ERM function attempts to horizontally influence decision makers to use risk knowledge in decision processes. Theoretically, our findings contribute to our understanding of how the ERM function influences decision-making in organizations over time.     

The Determinants of Enterprise Risk Management: Evidence From the Appointment of Chief Risk Officers

Enterprise risk management (ERM) has captured the attention of risk management professionals and academics worldwide. Unlike the traditional "silo-based" approach to corporate risk management, ERM enables firms to benefit from an integrated approach to managing risk that shifts the focus of the risk management function from primarily defensive to increasingly offensive and strategic. Despite the heightened interest in ERM, little empirical research has been conducted on the topic. This study provides an initial attempt at identifying the determinants of ERM adoption. We construct a sample of firms that have signaled their use of ERM by appointing a Chief Risk Officer (CRO) who is charged with the responsibility of implementing and managing the ERM program. We use a logistic regression framework to compare these firms to a size- and industry-matched control sample. While our results suggest a general absence of differences in the financial and ownership characteristics of sample and control firms, we find that firms with greater financial leverage are more likely to appoint a CRO. This finding is consistent with the hypothesis that firms appoint CROs to reduce information asymmetry regarding the firm's current and expected risk profile.     

Enterprise risk management: An empirical analysis of factors associated with the extent of implementation

Enterprise risk management (ERM) has emerged as a new paradigm for managing the portfolio of risks that face organizations, and policy makers continue to focus on mechanisms to improve corporate governance and risk management. Despite these developments, there is little research on factors associated with the implementation of ERM. Research is needed to provide insights as to why some organizations are responding to changing risk profiles by embracing ERM and others are not.This exploratory study examines factors associated with the stage of ERM implementation at a variety of US and international organizations. Based on data gathered from 123 organizations, we find the stage of ERM implementation to be positively related to the presence of a chief risk officer, board independence, CEO and CFO apparent support for ERM, the presence of a Big Four auditor, entity size, and entities in the banking, education, and insurance industries. We also find US organizations to have less-developed ERM processes than international organizations. We believe this paper will provide an initial foundation for more advanced research about ERM.     

The Effect of Corporate Governance on the Use of Enterprise Risk Management: Evidence From Canada

This article examines the use of enterprise risk management (ERM) by companies in Canada, the characteristics that are associated with the use of ERM, what obstacles companies face in implementing ERM, and what role, if any, corporate governance guidelines have played in the decision to adopt ERM. We obtained our data from the responses to a mail survey sent to Canadian Risk and Insurance Management Society members as well as telephone interviews with 19 of the respondents. The results indicate that 31 percent of the sample had adopted ERM and that reasons for adopting ERM include the influence of the risk manager (61 percent), encouragement from the board of directors (51 percent), and compliance with Toronto Stock Exchange (TSE) guidelines (37 percent). The major deterrents to ERM were an organizational structure that discourages ERM and an overall resistance to change. Although only about one‐third of companies indicated that they had adopted an ERM approach, evidence was clear that a larger portion of the sample was moving in that direction, as indicated by what changes they had observed in their companies in the past three years. These include the development of company‐wide guidelines for risk management (45 percent), an increased awareness of nonoperational risks by operational risk management personnel and an increased awareness of operational risks by nonoperational risk management personnel (49 percent), more coordination with different areas responsible for risk management (64 percent), and more involvement and interaction in the decision making of other departments. Contrary to what we expected, there was not a significant difference between firms that are listed on the TSE versus those that are not in terms of the propensity to use ERM. However, the fact that 37 percent of firms indicated that the TSE guidelines were influential in their decision to adopt ERM provides some evidence that the guidelines are influencing companies’ risk management strategies.     

Enterprise Risk Management and the Cost of Capital

Enterprise risk management (ERM) is a process that manages all risks in an integrated, holistic fashion by controlling and coordinating any offsetting risks across the enterprise. This research investigates whether the adoption of the ERM approach affects firms' cost of equity capital. We restrict our analysis to the U.S. insurance industry to control for unobservable differences in business models and risk exposures across industries. We simultaneously model firms' adoption of ERM and the effect of ERM on the cost of capital. We find that ERM adoption significantly reduces firm's cost of capital. Our results suggest that cost of capital benefits are one answer to the question how ERM can create value.     

The organizational dynamics of Enterprise Risk Management

This paper explores the organizational dynamics of Enterprise Risk Management (ERM). ERM is the main form taken by firms’ increasing efforts to organize uncertainty, which ‘exploded’ in the 1990s. The ERM approach seeks to link risk management with business strategy and objective-setting, entering the domains of control, accountability and decision making. In this work, the organizational variations of ERM are investigated through a longitudinal multiple case study, using data from three companies collected over a 7-year period (from 2002 to 2008). The findings contribute to our understanding of ERM as a practice, revealing its trajectory within the organizations as it encounters pre-existing logics, and as both are shaped by risk rationalities, experts and technologies.     

The Value of Enterprise Risk Management

Enterprise risk management (ERM) has been the topic of increased media attention in recent years. The objective of this study is to measure the extent to which specific firms have implemented ERM programs and, then, to assess the value implications of these programs. We focus our attention in this study on U.S. insurers in order to control for differences that might arise from regulatory and market differences across industries. We simultaneously model the determinants of ERM and the effect of ERM on firm value. We estimate the effect of ERM on Tobin's Q, a standard proxy for firm value. We find a positive relation between firm value and the use of ERM. The ERM premium of roughly 20 percent is statistically and economically significant.     

Determinants and Value of Enterprise Risk Management: Empirical Evidence From the Literature

The development of an enterprise risk management (ERM) program enables companies to manage corporate risks in a holistic manner as opposed to the silo‐based perspective in traditional risk management frameworks. One main question in this regard is what factors drive the implementation of an ERM system in companies and whether ERM programs can actually create value once implemented. This article addresses these questions by conducting a comparative assessment of empirical evidence from the literature regarding the determinants of ERM and its value once implemented. In doing so we are able to illustrate differences in model specifications and the underlying data. Our literature study shows that particularly the company size and the level of institutional ownership are significantly positively related to the implementation of ERM in most empirical studies and, furthermore, that ERM generally has a (significant) positive impact on corporate value and performance (to a different extent and depending on the focus of the studies). However, geographic and/or industrial restrictions regarding the underlying data sets partly limit the generalization of the empirical results.