內(nèi)部控制外文翻譯---基于應(yīng)急理論基礎(chǔ)下的內(nèi)部控制因素及其后果的形成-wenkub
2023-05-19 15:48:22 本頁(yè)面
【正文】 states that depending on circumstances the need for internal control varies, but internal control ponents that are presented and function properly lead to effective internal control systems. The relationship also parallels contingency theory that states that successfully tailoring a control system to suit the firm’s characteristics will result in better firm performance (Fisher 1998). However, firms may also have goals other than traditional performance. Therefore, as proposed by Fisher (1995), a desired oute envisaged in the model is that of a nonfinancial goal, namely internal control effectiveness. This has bee more important due to management being under increased pressure to enhance it in firms with proper internal control (Sutton 2020). Internal control affects many processes in an organization and reliable traditional performance measures, which can be claimed to measure performance due solely to the internal control system, can not be identified in the previous literature. To summarize, this paper examines if contingency characteristics affect the internal control structure and further, whether the internal control structure will result in a more favorable assessment of effectiveness if applied in alternative contexts. 3 Definition of constructs and research questions In this section the definitions of the constructs used are presented, and the literature that contributes to the relationships between constructs is reviewed alongside there search questions that have been developed. Internal control framework According to the broad view of internal control, it covers all aspects of an organization and there was a clear demand for a method of pulling together control concepts to form an integrated internal control framework. Wellknown frameworks (COSO, COCO) the Basle Framework, the Combined Code and the Turnbull Guidance) include a definition of effective internal control and present the ponents of the internal control structure. For example COSO (1994) states that internal control can be judged to be effective when the board of directors and management have reasonable assurances that they understand the extent to which the entity’s operational objectives are being achieved, the published financial statements are being prepared reliably, and the applicable laws and regulations are being plied with. Therefore, in this study effectiveness of internal control is defined in terms of management’s perceptions of how well these three internal control objectives are met. Similarly, in the frameworks a proper internal control structure is described in different terms, but the following five ponents can be identified: 1. The control environment ponent defines the ethos of an organization and the way it operates. This ponent refers to the creation of an atmosphere in which people can conduct their activities and carry out their control responsibilities. It creates the overall control culture in the firm. 2. The risk assessment ponent refers to the processes of dealing with the risks that pose a threat to achieving the firm’s objectives. It involves the identification, analysis and assessment of relevant risks. 3. The control activities ponent refers to policies, procedures and practices that assure management that the objectives are achieved and the risk mitigation strategies are carried out effectively. 4. The information and munication ponent ensures that relevant information is identified, captured and municated in a form and time frame that allows personnel to carry out their duties and responsibilities effectively. 5. The monitoring ponent refers to a process of assessing the quality of control. It covers ongoing and periodical evaluations of the external super vision of internal controls by management or other parties outside the process. In this research these five ponents define the internal control It is stated in the frameworks (., COSO 1994) that in order to have an adequate internal control system these ponents of internal control must be presented and function properly. Most of the research in this field focuses on examining particular control elements (Aquila 1998。 Gerdin 2020) have noted that a control system may have to be tailored to multiple and sometimes conflicting contextual characteristics. To capture the plexities of internal control structure design, this paper chooses to examine four contingency characteristics. The study examines the impact of strategy, size, organization structure, and environmental uncertainty on an internal control structure and reports its observed effectiveness. There is evidence in earlier studies that these characteristics have some impact on the design of control structures and on performance (for example Chenhall 2020。 Simons 1987。 Chenhall 2020) it is possible to sugge
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