Integrating Value-Based ERM into Corporate Strategy: Evidence from Emerging Markets

Abstract

This study investigates the integration of Value-Based Enterprise Risk Management (VB-ERM) into corporate strategy in the context of emerging markets. Drawing on empirical evidence from firms operating in Asia, Latin America, and Eastern Europe, the research explores how VB-ERM contributes to enhancing firm value, strategic alignment, and long-term resilience. Using a mixed-methods approach combining case studies and panel data analysis, the findings reveal that firms adopting VB-ERM frameworks experience improved risk-adjusted performance and greater stakeholder confidence. Moreover, the study highlights the challenges of institutional voids and regulatory inconsistencies in emerging markets and offers strategic recommendations for overcoming these barriers. The paper contributes to the growing literature on strategic risk management by positioning VB-ERM as a catalyst for sustainable value creation in volatile environments.