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plays a minor role, and certain concepts contradict common perceptions of numerous
enterprises. Active and financial risk management necessitates that professional managers
think systematically and develop appropriate procedures when confronted with various
types of risk. Risk management strategies were the factors determining the survival of
banks in the last financial crisis. This poses a challenge for the leaders of FHCs. Risk
management departments in different FHCs vary in size, but the determining factor for the
success of risk management is derived from risk managers focusing more on threats and
failures than on opportunities and successes.
5. Conclusions
This study established a risk management performance evaluation mechanism for
Taiwan’s FHCs with four risk dimensions (i.e., financial, customer, business process, and
learning and growth). This study also examined the key factors of risk management by
applying a hybrid method of the BSC and DEMATEL approach combined with the ANP.
This study fills a methodological gap by exploring the influential relationships among the
risk factors of the RM-BSC through the DANP, thereby obtaining results superior to those
of the AHP, which ignores the apparent interdependencies among risk factors. Strategic
meanings of the key indicators in the risk management dimensions were analyzed to
enhance the explanatory power of the risk management indicators in policymaking in
FHCs. We also determined the risk management dimension and indicator content of the
BSC and explored the performance assessment indicators in FHCs and their
corresponding weights. On the basis of the analytical results, we offer recommendations
for FHC employees in Taiwan regarding risk management theory and practical operations.
In addition, the results of a comparison between the DANP and AHP revealed the
superiority of the ANP in methodology and alignment with the results in the literature, and
the necessity of using the DANP to evaluate the relative importance of RM-BSC factors
when non-negligible interdependencies exist among dimensions and criteria.
This study has two limitations. It did not comprehensively investigate the enterprise
units of subsidiary FHCs in Taiwan. The evaluation criteria designed for each subsidiary
corporation can differ considerably; therefore, the representativeness of the criteria was
limited. Hence, follow-up studies are recommended. Further research can be conducted on
various subsidiary FHCs individually to increase the reference value of the results and to
assist enterprises in developing strategic BSC systems. Moreover, to ensure efficiency in