ISSN: 2225-8329
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Enterprise Risk Management (ERM) has heterogeneously practiced between financial and non-financial sectors across the world, although it is a more holistic approach to risk assessment and administration at all enterprise levels. Academics have studied the dimensions of ERM implementation, but there is no complete picture of the determinants and implications of such ERM dimensions yet, especially in developing countries. In this regard, through an extensive literature view, this study has found a theoretical link that exists between internal factors, external factors, structure, and process as main dimensions of ERM implementation and financial performance in developing countries' manufacturing firms. The conceptual model also examines the moderation role of the Organizational Culture (OC) in the relationship between the dimensions of ERM implementation and manufacturing financial performance, where this study has also theoretically proven the importance of OC as a major determinant in influencing the implementation of ERM dimensions and enhancing financial performance in developing countries' manufacturing firms. However, these theoretical results need to conduct a survey of a sample of executive directors in manufacturing companies in a developing country such as Saudi Arabia to examine correlations in the proposed model. Based on this study's theoretical results, this study contributes to promoting awareness among manufacturing firm managers in developing nations about the importance of ERM dimensions and OC in improving the financial performance and competitiveness of their companies.
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In-Text Citation: (Aldriweesh et al., 2022)
To Cite this Article: Aldriweesh, E., Zakuan, N., Bajuri, N. H., & Alshammakh, A. M. (2022). The Moderating Role of Organizational Culture on the Relationship between Enterprise Risk Management Dimensions and Financial Performance in Manufacturing Companies: A Theoretical Framework. International Journal of Academic Research in Accounting Finance and Management Sciences, 12(4), 251–272.
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