6 research outputs found
ERM Adoption in the Insurance Sector – Is it a Regulatory Imperative or Business Value Driven?
Purpose - This paper aims to investigate various institutional pressures driving the adoption
and implementation of a new risk management system; enterprise risk management (ERM).
Design/methodology/approach - The implementation of ERM-related practices is analysed
based on an institutional framework and drawing on empirical evidence from multiple
sources in 10 large/medium-sized insurance companies. This paper focuses on extraorganisational
pressures exerted by political, social and economic institutions on insurance
companies, which drove the adoption decision.
Findings - It was found that different change agents have taken part in the decision to
introduce new risk management system as a part of ERM implementation process. Further,
the institutional pressures; coercive, mimetic and normative, were found to differ in character
and strength over different intervals of time in relation to the adoption of ERM. Companies
that adopted ERM early were mostly driven by internal strategic drivers while the recent
adoption decision was more driven by coercive and mimetic pressures. Thus, evidence of
divergence between insurance companies was found.
Research limitations and implications - The findings have implications for policy makers,
regulatory agencies and innovation developers. ERM was considered not only as a necessity
but also as a value added to the insurance companies under study. Thus, regulators and
innovation developers should survey main players in any specific organisational field to
understand their views before issuing new compulsory regulations or developing innovations.
They also need to consider exploring companies' experiences with ERM, which can provide a
basis for the development of strengthened and more informative regulatory ERM
frameworks. This will support a faster and easier understanding and implementation of ERM
framework hindered by the confusions companies may face when considering the
complicated/changing regulatory and risk requirements.
Originality/value - This study extends the scope of institutional analysis to the risk
management field, particularly ERM and to the explanation of how different institutions
affect the decision to move towards ERM and modify the risk management rules applied
within the organisational environment. It looks not only at convergences but also divergences
associated with the period of time when ERM adoption decision was made. Thus, it develops
a processual view of change