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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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credit and operational risk as well as other forms of risk-taking (Hirtle, 2016; Ellul and
Yerramilli, 2013; Barakat et al., 2014; Minton et al., 2014; Buston, 2016). The service and
security risks were less likely to be relevant at BHCs, and credit, profitability, cost,
reputational, trust, operational, and competitive risks were found to be influenced
primarily by the other types of risk.
Positive:Cause
Factors
II: Driving Factor Zone
A4 Legal Risk
B3 Liquidity Risk
B4 Privacy Risk
C1 Information Risk
C2 Cultural Risk
C3 Transactional Risk
C8 Transition Risk
D3 Intellectual Property Risk
III: Independent Factor Zone
C6 Service risk
C7 Security risk
I: Core Factor Zone
A3 Strategic Risk
B1 Integration Risk
D1 Management Risk
D2 Leadership Risk
IV: Influenced Factor Zone
A1 Credit Risk
A2 Profitability Risk
A5 Cost Risk
B2 Reputational Risk
B5 Trust Risk
C4 Operational Risk
C5 Competitive Risk
Relation (D−R)
Negative:Effect
Factors
Low
Prominence (D+R) (Average = 9.1)
High
Figure 3 Relationship Diagram of Risk Management Criteria
The final results of the DANP are listed in Table 13, which shows how the experts of
the FHCs and subsidiary corporations prioritized the 21 risk management evaluation
criteria. The weights of management, leadership, and intellectual property risks were
higher than those of the other types of risks. The risk factor with the highest weight
(0.0934) was management risk, and that with the second highest weight (0.0932) was
leadership risk; both belonged to the dimension of learning and growth and exhibited
weights that were two times those of the risk factors in the customer dimension.
Conversely, the risk factor with the lowest weight (0.0287) was transactional risk, and that
with the second lowest weight (0.0298) was cultural risk; both belonged to the business
process dimensions.