1. Proposing a conceptual framework to measure the performance of Enterprise Risk Management from an empirical study of four major European insurers
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2. Multiple regression: Testing and interpreting interactions
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3. Moving from performance measurement to performance management
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4. Risk and performance management: Are they easy partners?
Management Research Review(2014), Volume 37, Issue 2, pp. 152-166
5. Coordinating Risk Management and Performance Measurement.
(2011)
6. Integrating the balanced scorecard and enterprise risk management
Internal Auditing-Boston-Warren Gorham And Lamont Incorporated-(2006), Volume 21, Issue 3, pp. 34-38
7. Enterprising views of risk management: Businesses can use ERM to manage a wide variety of risks
Journal of Accountancy(2004), Volume 197, Issue 6, pp. 14-20
8. An empirical investigation of an incentive plan that includes nonfinancial performance measures
The Accounting Review(2000), Volume 75, Issue 1, pp. 65-92
9. Performance measures in supply chain management
Proceedings of the 1996 Conference on Agile and Intelligent Manufacturing Systems(1996)
10. Enterprise risk management: An empirical analysis of factors associated with the extent of implementation
Journal of Accounting and Public Policy(2005), Volume 24, Issue 6, pp. 521-531
11. The impact of enterprise risk management on the internal audit function
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12. Working hand in hand: Balanced scorecards and enterprise risk management
Strategic Finance(2006), Volume 87, Issue 9, pp. 49-55
13. Information conveyed in hiring announcements of senior executives overseeing enterprise-wide risk management processes
Journal of Accounting, Auditing & Finance(2008), Volume 23, Issue 3, pp. 311-332
14. Risk management in banking
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15. The effects of the interactive use of management control systems on product innovation
Accounting, Organizations and Society(2004), Volume 29, Issue 8, pp. 709-737
16. Premium growth, underwriting return and segment analysis
Measuring Business Excellence(2005), Volume 9, Issue 4, pp. 27-36
17. An introduction to the enterprise risk scorecard
Measuring Business Excellence(2006), Volume 10, Issue 3, pp. 31-40
18. Overview of Enterprise Risk Management Committee Report
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19. Performance measurement and reward systems, trust, and strategic change
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20. Decentralization, management accounting system (MAS) information characteristics and their interaction effects on managerial performance: A Singapore study
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21. Understanding the features of performance measurement system: A literature review
Measuring Business Excellence(2013), Volume 17, Issue 4, pp. 102-121
22. Statistical Power Analysis for the Behavioral Sciences
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23. Managerial involvement and perceptions of strategy process
Long Range Planning(2004), Volume 37, Issue 1, pp. 67-83
24. Integrated risk management and the role of the risk manager
Risk Management and Insurance Review(1999), Volume 2, Issue 3, pp. 43-61
25. Enterprise Risk Management-Integrated Framework.
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26. The rise of risk management
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27. The effect of chief risk officer (CRO) on enterprise risk management (ERM) practices: Evidence from Malaysia
International Business & Economics Research Journal(2010), Volume 9, Issue 11, pp. 55-64
28. Does the balanced scorecard add value? Empirical evidence on its effect on performance
European Accounting Review(2009), Volume 18, Issue 1, pp. 93-122
29. Alternative forms of fit in contingency theory
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30. Contingency-based research on management control systems: Categorization by level of complexity
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31. Contingency theory, management control systems and firm outcomes: Past results and future directions
Behavioral Research in Accounting(1998), Volume 10, pp. 47-64
32. Enterprise risk management and firm performance: The Italian case
The British Accounting Review(2017), Volume 49, Issue 1, pp. 5-74
33. Enterprise risk management and firm performance: A contingency perspective
Journal of Accounting and Public Policy(2009), Volume 28, Issue 4, pp. 301-327
34. Multivariate data analysis
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35. Linking balanced scorecard measures to size and market factors: Impact on organizational performance
Journal of Management Accounting Research(2000), Volume 12, Issue 1, pp. 1-17
36. The value of enterprise risk management
The Journal of Risk and Insurance(2011), Volume 78, Issue 4, pp. 795-822
37. Innovations in performance measurement: Trends and research implications
Journal of Management Accounting Research(1998), Volume 10, pp. 205-238
38. The Fifth Pillar of the Balanced Scorecard: Sustainability
Procedia-Social and Behavioral Sciences(2016), Volume 235, pp. 76-83
39. The balanced scorecard--measures that drive performance
Harvard business review(1992), Volume 70, Issue 1, pp. 71-79
40. Using the balanced scorecard as a strategic management system
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41. Transforming the balanced scorecard from performance measurement to strategic management: Part 1
Accounting Horizons(2001), Volume 15, Issue 1, pp. 87-104
42. Offering a Framework for Evaluating the Performance of Project Risk Management System
Procedia-Social and Behavioral Sciences(2016), Volume 226, pp. 82-90
43. The design of organizations
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44. The effect of corporate governance on the use of enterprise risk management: Evidence from Canada
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45. Enterprise risk management framework and the empirical determinants of its implementation
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46. The determinants of enterprise risk management: Evidence from the appoitnment of chief risk officers
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47. Risk management: Protect and maximize stakeholder value.
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48. The connection between performance measurement and risk management
Strategic Finance-Montvale(2006), Volume 87, Issue 8, pp. 50-55
49. Market competition, management accounting systems and business unit performance
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50. Enterprise risk management- An analytic approach
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51. Aligning enterprise risk management with strategy through the BSC: The Bank of Tokyo-Mitsubishi approach
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52. Performance measurement system design: A literature review and research agenda
International Journal of Operations & Production Management(2005), Volume 25, Issue 12, pp. 1228-1263
53. Balanced scorecard step-by-step: Maximizing performance and maintaining results
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54. Enterprise Risk Management Models
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55. Performance management: A framework for management control systems research
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56. The characteristics of firms that hire chief risk officers
Journal of Risk and Insurance(2011), Volume 78, Issue 1, pp. 185-211
57. The Use of Balanced Scorecard Measures in Executive Incentives and Firm Performance.
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58. From risk management to ERM
Journal of Risk Management in Financial Institutions(2009), Volume 2, Issue 4, pp. 394-408
59. Measuring the cost of risk
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60. The use of the Balanced Scorecard in Portugal: Evolution and effects on management changes in Portuguese large companies
Tékhne(2015), Volume 13, Issue 2, pp. 82-94
61. Risk and the balanced scorecard
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62. Malaysian Code on Corporate Governance.
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63. Corporate Value of Enterprise Risk Management: The Next Step in Business Management
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64. Research methods for business: A skill building approach
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65. Research methods for business: A skill building approach
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66. Risk, regulation and the role of management accounting and control in UK financial services.
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67. The Coefficient of Determination, R-squared
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68. The structure of balanced scorecards: Empirical evidence from Norwegian manufacturing industry
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69. The effects of perceived business uncertainty, external consultants and risk management on organisational outcomes
Journal of Accounting &Organizational Change(2011), Volume 7, Issue 2, pp. 132-157
70. Does the Balanced Scorecard make a difference to the strategy development process?
Journal of the Operational Research Society(2011), Volume 62, Issue 5, pp. 888-899
71. An enhanced data-analytic framework for integrating risk management and performance management
Reliability Engineering & System Safety(2016), Volume 156, pp. 277-287
72. Linking risk management to strategic controls: A case study of Tesco plc
International Journal of Risk Assessment and Management(2007), Volume 7, Issue 8, pp. 1074-1088
73. A Strategic Framework For Value Enhancing Enterprise Risk Management
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