Purpose - Since risk management is crucial for achieving strategic objectives in a complex and uncertain environment and its effectiveness relies deeply on efforts to create a riskconscious culture, this study aims at understanding whether risk management can be promoted and reinforced by the use of performance-based monetary incentives given to Board members and top managers. Methodology/Approach - This study is explorative in nature and investigates 4 case studies based on document analysis and semi-structured interviews with risk managers. Findings - Results show that some companies have already adopted risk measures in incentive schemes. At the same time all interviewees agree with the usefulness of linking traditional performance-based monetary incentives to risk management objectives in order to improve the effectiveness of the latter and to create a risk-aware culture. However, the difficulty in identifying proper measures has been underlined. Implications – The study confirms the feasibility of linking risk dimensions to reward systems and suggests that firms should move in this direction. The study also outlines and proposes some possible measures to reward managers. Limitations - This study views risk as measurable and managerially actionable and it focuses only on incentives while acknowledging the use of other mechanisms that can contribute to the creation of an informed risk culture. Furthermore, the problems of integration of risk management with other management control systems and accounting instruments have not been analyzed. These may be the focus of further research. Value of the paper - This study addresses firms and their stakeholders’ need to make top managers more accountable for risk in their decision-making.

Are performance-dependent rewards a viable tool to assure managers’ commitment toward firm’s goals about risk management?

AURELI, SELENA;
2012

Abstract

Purpose - Since risk management is crucial for achieving strategic objectives in a complex and uncertain environment and its effectiveness relies deeply on efforts to create a riskconscious culture, this study aims at understanding whether risk management can be promoted and reinforced by the use of performance-based monetary incentives given to Board members and top managers. Methodology/Approach - This study is explorative in nature and investigates 4 case studies based on document analysis and semi-structured interviews with risk managers. Findings - Results show that some companies have already adopted risk measures in incentive schemes. At the same time all interviewees agree with the usefulness of linking traditional performance-based monetary incentives to risk management objectives in order to improve the effectiveness of the latter and to create a risk-aware culture. However, the difficulty in identifying proper measures has been underlined. Implications – The study confirms the feasibility of linking risk dimensions to reward systems and suggests that firms should move in this direction. The study also outlines and proposes some possible measures to reward managers. Limitations - This study views risk as measurable and managerially actionable and it focuses only on incentives while acknowledging the use of other mechanisms that can contribute to the creation of an informed risk culture. Furthermore, the problems of integration of risk management with other management control systems and accounting instruments have not been analyzed. These may be the focus of further research. Value of the paper - This study addresses firms and their stakeholders’ need to make top managers more accountable for risk in their decision-making.
Performance Measurement and Management Control: Global Issues
249
274
Aureli S.; Salvatori F.
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11585/128839
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