2023年全國碩士研究生考試考研英語一試題真題(含答案詳解+作文范文)_第1頁
已閱讀1頁,還剩10頁未讀, 繼續(xù)免費閱讀

下載本文檔

版權(quán)說明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請進行舉報或認領(lǐng)

文檔簡介

1、Perspectives on Internal Control and Enterprise Risk Management_ Idil KayaAbstract Grounded on the literature review on Enterprise Risk Management (ERM) this paper aims to analyze the extent and the effectiveness of inte

2、rnal control as well as ERM and to explore their connection with the value creation. A theoretical lens is used to discuss whether effective internal control and ERM enhance performance and increase value creation abilit

3、y. ERM is most frequently defined with the reference to the 2004 Guidance document published by Committee of Sponsoring Organizations of Treadway Commission (COSO). Proponents of COSO’s ERM Integrated Framework describe

4、this framework as “a world-level template for best practice”, and claim that ERM used by management to enhance an organization ability to manage uncertainty and to consider how much risk to accept as it strives to increa

5、se stakeholder value. Additionally the Internal Control— Integrated Framework is a viable and suitable framework for designing, implementing, conducting and assessing the effectiveness of internal control and for reporti

6、ng. The relationship between value creation and ERM is widely investi- gated in academic literature. Empirical studies on the value creation abilities of ERM and internal control suggest that there is a positive relation

7、 between value creation, internal control and ERM. These studies reveal that firm performance and value are enhanced by high-quality ERM adoption and implementation. Using different identifier of ERM such as Standard and

8、 Poor’s risk management ratings or presence of a Chief Risk Officer, the findings of empirical studies reveal that higher ERM quality is associated with less resource constraint, better corporate governance and better ac

9、counting performance. Additionally academic studies indicate that the risk-based communication is reinforced with ERM implication.Keywords Enterprise risk management ? Internal control ? Value creationI ˙. Kaya (*) Depar

10、tment of Business Administration, Galatasaray University, Istanbul, Turkey e-mail: ikaya@gsu.edu.tr© Springer International Publishing AG 2018 M.H. Bilgin et al. (eds.), Eurasian Business Perspectives, Eurasian Stud

11、ies in Business and Economics 8/1, https://doi.org/10.1007/978-3-319-67913-6_26379literature that provides an overview of empirical research findings on internal control and enterprise risk management. The fourth and fin

12、al section provides a conclusion providing some final comments.2 COSO Integrated FrameworksWhether applied individually or together, COSO frameworks are the principal guidance used by organizations to address internal an

13、d external pressures placed on them to have effective internal control and risk management. Originally formed in 1985, COSO is voluntary private sector initiative dedicated to improve organi- zational performance and gov

14、ernance through effective internal control, enterprise risk management, and fraud deterrence. Its sponsoring organizations are the Insti- tute of Internal Auditors, the American Accounting Association, and the American I

15、nstitute of Certified Public Accountants, Financial Executives International, and the Institute of Management Accountants. COSO’s first Internal Control Framework is released in 1992 and is admitted widely as a recognize

16、d standard for developing and maintaining effective and efficient internal control. On May 14, 2013, as a result of multiyear project, COSO updated this Framework to include enhancements and clarifications for users. COS

17、O (2013a, p. 3) defines internal control as “a process, affected by an entity’s board of directors, management, and other personnel, designed to provide reason- able assurance regarding the achievement of objectives in t

18、he following categories:– Effectiveness and efficiency of operations – Reliability of financial reporting – Compliance with applicable laws and regulations”.There is a growing support for the general argument that the ef

19、fectiveness of internal control is a crucial and challenging system for organizations. COSO’s Internal Control Framework is developed in expecting to help and support organi- zations to design, implement, conduct and ass

20、ess these systems of internal control. Components, objectives and entity levels presented three dimensions of internal control. These are presented in Table 1.Table 1 Three dimensions of internal controlComponents Object

21、ives Organizational levelsControl environments Operations Entity levelRisk assessment Reporting DivisionControl activities Compliance Operating unitInformation and communication FunctionMonitoring activitiesSource: COSO

溫馨提示

  • 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請下載最新的WinRAR軟件解壓。
  • 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
  • 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁內(nèi)容里面會有圖紙預(yù)覽,若沒有圖紙預(yù)覽就沒有圖紙。
  • 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
  • 5. 眾賞文庫僅提供信息存儲空間,僅對用戶上傳內(nèi)容的表現(xiàn)方式做保護處理,對用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對任何下載內(nèi)容負責(zé)。
  • 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容,請與我們聯(lián)系,我們立即糾正。
  • 7. 本站不保證下載資源的準確性、安全性和完整性, 同時也不承擔(dān)用戶因使用這些下載資源對自己和他人造成任何形式的傷害或損失。

最新文檔

評論

0/150

提交評論