University of Isfahan Journal of Asset Management and Financing 2383-1189 7 2 2019 06 22 Implementation of Organizational Risk Management; Identification, Analysis, and Evaluation (Case Study: Active Financial Institution in Iranian Capital Market) Implementation of Organizational Risk Management; Identification, Analysis, and Evaluation (Case Study: Active Financial Institution in Iranian Capital Market) 1 24 23826 10.22108/amf.2018.110464.1242 FA Abolhassan Jalilvand Professor of Finance and Ralph Marotta Chair in Free Enterprise, Quinlan School of Business, Loyola University Chicago, Chicago, USA Mojtaba Rostami Noroozabad Ph.D. Candidate in Financial Management, Department of Accounting and Financial Management, Faculty of Management and Social Sciences, Islamic Azad University of North Tehran Branch, Tehran, Iran Ehsan Askari Firoozjaei Ph.D. Candidate in Finance, Finance Department, Faculty of Management and Economics, Islamic Azad University, Science and Research Branch, Tehran, Iran Milad Rahmaniani Ph.D. Candidate in Financial Economic, Department of Economics, Faculty of Economics, Allameh Tabataba&#039;i University, Tehran, Iran Journal Article 2018 04 20 <strong>Objectives: </strong>Recently, the area of Enterprise Risk Management (ERM) has received considerable attention both from the academic and professional communities. The empirical evidence seems to support the enabling role of the ERM in improving firms’ operating and financial performance, focusing on metrics such as equity values, cost of capital, and debt ratings. However, companies are still struggling with the development, implementation, and evaluation of ERM-based processes. In particular, this problem has been significantly more challenging for companies in emerging economies. <br /><strong>Method: </strong>In this paper, we provide a clinical study detailing the institutional and functional risk management steps (identification, assessment, mitigation, implementation, and review) and processes undertaken to develop and implement ERM for a major investment banking company in Iran. <br /><strong>Results: </strong>Overall, we found that the company has been exposed to fourteen categories of top risk sources including competition, political, human resource, market, liquidity, regulations, credit, reputation, and corporate governance. Furthermore, we have chosen a subset of more quantifiable categories of risk and recommended mitigation strategies and developed metrics to evaluate their performance. <strong>Objectives: </strong>Recently, the area of Enterprise Risk Management (ERM) has received considerable attention both from the academic and professional communities. The empirical evidence seems to support the enabling role of the ERM in improving firms’ operating and financial performance, focusing on metrics such as equity values, cost of capital, and debt ratings. However, companies are still struggling with the development, implementation, and evaluation of ERM-based processes. In particular, this problem has been significantly more challenging for companies in emerging economies. <br /><strong>Method: </strong>In this paper, we provide a clinical study detailing the institutional and functional risk management steps (identification, assessment, mitigation, implementation, and review) and processes undertaken to develop and implement ERM for a major investment banking company in Iran. <br /><strong>Results: </strong>Overall, we found that the company has been exposed to fourteen categories of top risk sources including competition, political, human resource, market, liquidity, regulations, credit, reputation, and corporate governance. Furthermore, we have chosen a subset of more quantifiable categories of risk and recommended mitigation strategies and developed metrics to evaluate their performance. https://amf.ui.ac.ir/article_23826_a47eb19d4d2e48ed39eac86b18148d01.pdf