(Bogodistov, & Wohlgemuth, 2017; McShane,
2018). It equally accentuates the implementation of
the ERM framework by firms being dependent on
the scope of the existence of enabling laws and
regulations, coupled with the listing standards and
the effectiveness of the corporate governance
practice being instituted by the firms. Thus, the
effective implementation of any ERM framework
rests on the presence of an audit committee, risk
management committee, chief legal officer, chief
risk officer, the rules and regulations by the
regulatory bodies and the size of the enterprise
(Karanja, 2017; McShane, 2018).
2.2 Concept of Performance
Performance measurement concept refers to the
method and practices of measuring the firm’s
efficiency and effectiveness (Landy, et al., 2017).
This performance measurement is essential for the
effective management of the firm (Inkinen, 2016;
Sutrisno, 2019). Many methods have been advanced
by scholars and practitioners for the measurement of
performance. Prominent and the most used is the
accounting-based (backwards-looking) method of
performance measures such as the Profit Margin
(PM), Return on Equity (ROE), Return on Asset
(ROA), Return on Investment (ROI), Dividend
Yield (DY), Earnings Per Share (EPS), etc.
(Shaverdi, Ramezani, Tahmasebi, & Rostamy,
2016; Wang, et al., 2018; Durst, et al., 2019).
Another method of performance measurement is the
market-based measurement which is regarded as a
long-term measure among which is Tobin-Q. The
market-based measurement is depicted by its
forward-looking characteristics, and it reflects the
anticipations by the shareholders on the firm’s
future performance which has its basis on previous
or current performance (Shah, & Hussain, 2012).
In theory, studies have revealed that the historical-
based measurements like ROA, ROE, profit margin
and others are used for the short-term performance
of the corporation, while on the other hand, the
market-based performance of the firm measures
performance through Tobin’s Q; a representation of
future long-term performance (Florio, & Leoni,
2017). These measures of performance have been
employed by past studies in relation to
organizational performance. This study, therefore,
seeks to investigate the significance of the firm’s
ERM on listed firms’ performance.
2.3 Theoretical Framework
The agency theory by Berle and Means, (1932)
serves as the theoretical underpinning for this study.
Agency theory emphasized the need for resolution
of the conflict of interest between the principal
(shareholders) and the agents (managers) by
improving monitoring mechanisms such as
institutional governance, ERM, and effective
internal control system (Jensen, & Meckling, 1976).
Agency theory serves as the interaction between the
principal and the agent in ensuring that the business
achieves its corporate objective. It stressed the need
for the firm to resolve conflict in reaching its
objective of improving performance and
maximizing shareholders' value through ERM
practices as managers take decisions involving risk
on behalf of the shareholders (Salaudeen, et al.,
2018).
2.4 Empirical Review of the relationship
between ERM and Performance
Literature is repleted with numerous studies on the
impact of ERM on firm performance and value.
Some studies went as far as to evaluate the issue of
risk management structure and aggregation and have
arrived at varied conclusions.
From the results of studies that used OLS
regression, Callahan and Soileau, (2017) examined
the impact of ERM on firm performance. The study
used OLS regression analysis on three years of
financial data (2006 to 2008) of the companies
sourced from U.S. based publicly traded firms. The
findings of their study revealed that ERM has a
significant positive relationship with firm
performance. Malik, et al, (2020) followed the
models of previous works and examined the
influence of ERM on firm performance by
investigating whether firm performance is
strengthened or weakened by the setting up of a
board-level risk committee, a vital governance
process that oversees ERM processes. Also found
strong BLRC governance balances this relationship
and increases the firm performance impacts of
ERM. However, instruments are weak indicating a
possible omission of variables.
From the perspective of how specific companies
carry out ERM programmes, Chen, et al, (2019)
examined 68 Taiwan firms compiled by TWSE
from 2001 - 2016. The result indicated that those
financial companies that implemented ERM
benefited by adding a 5.37% value in comparison to
non-users. Therefore, ERM acceptance also
significantly aided firms to improve their revenue
and cost efficiencies up to 9.22% and 16.34%,
respectively. Farrell and Gallagher, (2019) focused
on performance implications of ERM development
on firms and used more explicit firm characteristics
that serve to engender or constrain the performance
implications. Their findings revealed that ERM
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2022.19.60
Martins Mustapha Abu, Abbas Umar Ibrahim