ERM: A strategic tool for hedging performance disruptions

Prodyot Samanta

Journal of Risk Management in Financial Institutions, 2009, vol. 2, issue 3, 232-237

Abstract: Risk management within financial services firms traditionally has been viewed as a control and reactive function, divorced to a large extent from the strategic decision-making process. In the wake of the current economic crisis, this paper highlights the key components necessary for building a robust enterprise risk management framework and argues that such a process creates for an institution a strategic hedge against performance disruptions.

Keywords: ERM; risk; management; strategic; performance; hedging; financial turbulence (search for similar items in EconPapers)
JEL-codes: E5 G2 (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:aza:rmfi00:y:2009:v:2:i:3:p:232-237

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