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分析台灣金控公司之關鍵風險因子：以風險平衡計分卡結合決策分析實驗室法為基礎之分析網路法
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between competitive risk and default risk (Keeley, 1990), a nonsignificant relationship
between the number of bank competitors and risk seekers (Boyd and De Nicoló, 2005), a
relationship between interest-rate risk and liquidity risk (Angbazo, 1997), liquidity effects
on the corporate debt equilibrium cost (Longstaff et al., 2005), and a relationship between
market power and default as well as its risk (Agoraki et al., 2011). However, discussions
on FHCs’ dedicated risk indicators are insufficient, probably because of the high
complexity of FHCs. By contrast, certain risk factors are difficult to measure (e.g.,
strategic, reputational, privacy, trust, and cultural risks) or they are less related to common
risks (e.g., profitability, privacy, service, security, and intellectual property risk).
Therefore, a re-examination of the RM-BSC risk factors considering interrelations at
FHCs is necessary and meaningful.
3. Methods
We examined the dimensions and criteria according to expert opinions and used the
DEMATEL approach to determine the mutual influential relationships among the
dimensions and criteria. After the correlations among the criteria were determined, the
DANP was used to measure the importance of the criteria for a performance evaluation.
Data were collected in two ways: (a) semi-structured interviews with senior-level
managers, and (b) a questionnaire distributed to experts employed in the risk management
department of an FHC. Senior risk managers and related risk management personnel were
interviewed regarding relevant content covered in the literature worldwide, such as
collected materials (e.g., government documents, official Web sites, journals, and
worldwide vocational training manuals), national professional ability standard frameworks
from various countries, the employment responsibilities of general managers, and the
standard tasks for risk management.
The definitions of the risk dimensions and criteria in the draft of the BSC (Table 1)
were explained to participants before they were asked open-ended interview questions so
that they could understand the purpose of the questions. This was a crucial step because
risk terms may have interchangeable meanings in practice. For example, strategic risk,
management risk, and operational risk are described using common terms in the
management field. The participants were requested to read the following definitions
carefully to focus more on the risk perspective than on the general management
perspective: “A3. Strategic risk is the risk in the overall management decisions that
determine long-term organizational performance and actions”; “C4. Operational risk is the