内部审计中英文对照外文翻译文献
IIA内部审计新定义及其英文翻译
IIA“内部审计”定义中文翻译修改说明自1941年成立以来,国际内部审计师协会(以下简称IIA)共发表了7个内部审计定义,这些定义的修改和完善,记录了国际内部审计发展的进程。
1999年6月,IIA理事会批准了关于内部审计的新定义。
其英文如下:“Internal Auditing is an independent, objective assurance and consulting activity designed to add value and improve an organization’s operations. It helps an organization accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management,control, and governance processes.”该定义反映了国际内部审计实务的重大变革,扩大了内部审计的职能,它明确了内部审计的宗旨、服务目标、工作范围、技术方法和人员素质要求。
正因如此,该定义引起了世界各国内部审计人员的广泛关注。
过去几年,由于种种原因,对IIA内部审计定义存在多种不同的中文译法.最近,我协会组织内部审计领域的专家、学者和实务工作者对IIA《内部审计实务标准》(以下简称《红皮书》)的内部审计定义及目录的中文译法进行讨论.经过认真细致的讨论,大家对IIA内部审计定义的中文译法取得了较为一致的意见,即:“内部审计是一种独立、客观的确认和咨询活动,旨在增加价值和改善组织的运营。
它通过应用系统的、规范的方法,评价并改善风险管理、控制和治理过程的效果,帮助组织实现其目标。
”现将IIA内部审计定义(1999年)中文译法的修改说明如下:一、“内部审计是一种独立、客观的确认和咨询活动,"说明内部审计活动的两项职能是确认、咨询。
中小企业内部审计外文翻译文献
文献信息:文献标题:A Theoretical Discussion of Internal Audit Effectiveness in Kuwaiti Industrial SMEs(科威特工业中小企业内部审计有效性的理论探讨)国外作者:Awn Metlib AL-SHBAIL,Turki A.A.TURKI文献出处:《International Journal of Academic Research in Accounting, Finance and Management Sciences》, 2017,1(7):107-116字数统计:英文2221单词,12805字符;中文4184汉字外文文献:A Theoretical Discussion of Internal Audit Effectiveness inKuwaiti Industrial SMEsAbstract This paper aims to scrutinise the association between the internal audit effectiveness and the four factors associated with International Standards for Professional Practice of Internal Auditing (ISPPIA): independence of internal auditors, scope of internal auditors, management support, and audited cooperation. The relationship between these factors and Satisfaction of internal auditors is also examined. Further, the moderating effect on the relationship between these factors (if present) and the effectiveness of IA among industrial SMEs in Kuwait are investigated through satisfaction of internal auditors. By ascertaining the effectiveness of IA at the industrial firms via theories as well as variables, this paper broadens the available literature on the effectiveness of IA.Key words:Internal audit effectiveness, satisfaction of internal auditors, Kuwaiti Industrial SMEs1.IntroductionWithin the past few decades, internal audit departments have significantly contributed to organizational structure through value added services and thus, it hasbecome crucial part therein (Al- Twaijry et al., 2003; Arena and Azzone, 2009; Coram et al., 2008). Moreover, internal auditing has significantly increased in importance in the previous years, particularly in its consulting role inside the firm’s risk management. Owing to the widespread accounting scandals, and also the bankruptcy of firms, the internal audit (IA) function has been the focus of researchers and practitioners alike as a significant contributor of organizational effectiveness. More specifically, Abu-Azza (2012) contended that IA will contribute firm value through the provision of field services including operational audits and consulting management on various issues. Following the global financial crisis in 2008-2009, IA has transformed into a significant entity used to protect the rate of return on capital and to prevent wasted or devalued capital (Yee et al., 2008). Nevertheless, some studies in literature indicated that the effectiveness of IA function may not always be consistent (Abuazza et al., 2015). This is particularly true in developing countries, like Kuwait where firms may not be aware how much the IA concepts and practices are worth as acknowledged in the West.Moreover, Kuwaiti listed firms operate in an environment characterized with voluntary governance as Kuwait is considered to be among the Middle Easter nations that have not established a corporate governance code (Koldertsova, 2011). Moreover, such firms display high ownership concentration that may balance the weaker legal protection provided (Abu-Azza, 2012). Contrary to majority of developed nations, the Kuwait government mandates the appointment of a least two distinct auditors in firms, that are known as joint auditors or audit pairs. Despite the increasing importance of the IA function in organizations, the available literature in the domain has largely concentrated on external audit; other related authors indicated that IA function may not demonstrate consistent effectiveness (Al-Twaijry et al., 2003; Mihret et al., 2010; Mihret and Yismaw, 2007). More importantly, although some scholars examined IA effectiveness, as yet, there is no accepted universal guide to conduct such measurement (Arena and Azzone, 2009). Additionally, the literature reveals that no acknowledged approaches have been forwarded for the assessment of IA (Mihret et al., 2010) and as such, various approaches have been used in prior investigations of IAeffectiveness.2.Internal Audit in Kuwaiti Industrial SMEsSMEs are an integral part of numerous global economies particularly with respect to employment and their contribution to GDP. They have also played a significant role especially within certain GCC States including the United Arab Emirates (UAE). In UAE SMEs contribute to 30% of the overall GDP and 86% of the country’s employment. Comparably, in Saudi Arabia, SMEs make up 28% of GDP. On the other hand, Kuwait was late to appreciate the key role that can be played by SMEs enterprises in the economy. The private sector and SME contributions to employment lack lustre, and the government currently employs about 85% of Kuwait’s workforce (Alhabashi, 2015). However, Rampurwala and Marafi (2011), and Al Mutairi and Fayez (2015) suggested that, in Kuwait, local policies are fragmented and although several organizations see the benefit of SMEs in various sectors such as industrial, they are still in their beginning stages. This means that the launch of new industrial SMEs is likely to be weak, thus reducing their opportunity to contribute to the economy. In addition, Datta (2009) and Alhabashi (2015), point out that formal banks are usually loathed to lend to industrial SMEs because they suffer from failure to authenticate their information, such as accounting records and financial statements that reflect the efficiency and the capability of the project. Within the context of business market of Kuwait, 99% of firms consists of small and medium enterprises (SMEs) operating in the national economy institutions. Based on the distribution of SMEs in different sectors of Kuwait’s economic sectors, 11.7% of such firms operate in the industrial sector, 4% in the agricultural sector, 51% in the trade sector, 16% in the service sector, 0.3% in the mining sector, and the remaining 17% in other community services and social services sector.In Kuwait, industrial SMEs Law necessitates that the Kuwait Stock Exchange (KSE) listed companies to appoint two separate auditors to audit accounts. Additionally, this study shows the similarities and differences between audit services in the market in Kuwait and in other countries to enhance the knowledge of worldeconomy that is increasingly interdependent with accounting and auditing. Besides that, knowledge of the economies of auditing could also be increased (Shammari et al., 2008).3.Theoretical PerspectivesIn the context of IA research, the use of neoclassical economic theories like the agency theory (Adams, 1994) as well as the transaction cost theory (Spraakman, 1997) are not sufficient because they posit a developed a market economy environment characterized as having considerable transaction volume according to the economic development level throughout countries (Reed, 2002). Therefore, this confines the capacity of the theories to explain IA in extensive settings.Criticism of the above theories also stems from the institutional theories maintaining that individual behavior whether as product consumer or producer, cannot be delineated from the social context wherein the behavior occurs (Hula, 1984). Barley and Tolbert (1997) explained that the institutional theory acknowledges the significant value of cultural and social determinants as a significant impact upon the decision making (cited in Mihret et al. (2010)).Based on this premise, Mihret et al. (2010) made use of the institutional theory proposed by Dimaggio and Powell (1983), particularly circuit of industrial capital. Institutional theories primarily function as the base for examining organizational phenomenon integrated in extensive social, political and economic environments (Mihret et al., 2010). More importantly, they are capable of providing an insight into the IA practices as one element of organizational systems and shed light on the relationship between IA and the attainment of the objectives of the firms (Mihret et al., 2010).4.Research Model and HypothesesKing et al. (1994) illustrated a model to be an approximation, or a straightforward replica of the actual feature and in the current study. The primary objective is to investigate the present perceptions of IA directors, administrativeaffairs managers, financial affairs managers, CEOs and internal auditors concerning IA effectiveness through the determination of factors impacting the same. Additionally, several studies that examined this issue have employed various measures (Abu-Azza, 2012; Mihret et al., 2010; Mihret and Yismaw, 2007) but very few of them, as yet, has investigated the effect of internal auditors’ pay satisfaction on the effectiveness of IA. Five variables exist in the Model: Independence of internal auditors, Scope of internal auditors, Management support, Audited cooperation and Satisfaction of internal auditors.Independent variablesThis study aims to explore the critical factors influencing internal auditor effectiveness among industrial SMEs in Kuwait. In order to attain the research goals, the research hypotheses are proposed:I.Independence of Internal AuditorsIn terms of audit function, auditor independence has long been deemed to be a crucial driver as evidenced by the independence definition provided by ISPPIA (glossary) that described independence as the liberation from circumstances threatening objectivity or its appearance and that such objectivity needs to be managed through different levels (individual auditor, engagement, functional and organizational). Internal audit independence is a crucial element of corporate governance and the control system, and without it, the IA department becomes lost in the management group in that it will no longer provide an objective point of view (Al-Twaijry et al., 2003). Moreover, internal audit independence according to prior studies (Abu-Azza, 2012; Cohen and Sayag, 2010; Mihret et al., 2010), positively correlates with perceived effectiveness of IA. Regardless of its importance, independence of IA has received minimal attention from researchers. Accordingly, this study enriches the findings of the earlier studies as it looks into the association between internal auditor independence and IA effectiveness. Based on this discussion, the following hypothesis is proposed for testing;H1a: Independence of internal auditor positively impacts internal auditor’s effectiveness.H1b: Independence of internal auditor highly positively impacts internal auditor’s effectiveness mediated by satisfaction of internal auditors.II.Work Scope of Internal AuditorsThe work scope of the internal auditors is also a significant factor affecting IA effectiveness. IA throughout the years, has extended from the evaluation and measurement of internal control effectiveness to the delivery of consultation linked to organizational operations and system developments (Dittenhofer, 2001). Added to this, the IA scope covers services associated with consulting and assurance which include systematic review, reporting and appraisal of system adequacy in terms of finance, management, operations and budget control (Cohen and Sayag, 2010; IIA, 2016; Sakour and Laila, 2015).In a related study conducted by Mihret et al. (2010), the authors revealed a positive relationship between IA work scope and IA effectiveness and as such, it is only logical to examine such relationship in this research in the context of Kuwaiti firms.H2a: Work Scope of Internal Auditors impacts positively on internal auditor’s effectiveness.H2b: Work Scope of Internal Auditors highly positively impacts internal auditor’s effectiveness mediated by satisfaction of internal auditors.III.Management SupportManagement support and commitment have also been evidenced to impact IA effectiveness. In fact, successful IA function depends on the support demonstrated by the management on the process of auditing. It is important that managers acknowledge the fact that IA is a crucial process and activity like any other activities performed within the organization.In Mihret and Yismaw (2007) study, they highlighted the need to focus on IA recommendations and despite the well-prepared audit reports, the audit results in the past are not highlighted and consistently presented. Aside from this, the authors showed that audit evidence is linked with the reports indicating that the audit reports are physically bulky, which minimizes their readability. Also, the distribution of auditreports is restricted and thus, copies are not forwarded to senior management officers that relate to them. The authors reached to the conclusion that management support for internal audit determines internal audit effectiveness.H3a: Management Support impacts positively on internal auditor’s effectiveness.H3b: Management Support highly positively impacts internal audito’s effectiveness mediated by satisfaction of internal auditors.IV.Audited cooperationIn turn, auditee’s cooperation level impacts the degree to which IA properly attains its objectives (Al‐Twaijry et al., 2003; Mihret and Yismaw, 2007). Hence, auditee’s lack of cooperation can possibly obstruct the endeavour in attaining effective internal audit work. This is because full cooperation from auditee is necessary to allow internal auditors full access to all activities, records and properties (Ahmad et al., 2009). Within the companies in Saudi Arabia, Al‐Twaijryet et al. (2003) found low levels of auditee cooperation. This is especially true when the scope of audit is expanded outside of the traditional domains. Such situation, as argued by the authors, contributes to low levels of IA recommendations’implementation.H4a: Auditee cooperation impacts positively on internal auditor’s effectiveness.H4b: Auditee cooperation highly positively impacts on internal auditor’s effectiveness mediated by satisfaction of internal auditors.Satisfaction of Internal Auditors as a Moderating VariableThe pay satisfaction of employees is described by the level to which employees feel satisfaction towards financial rewards they obtain in terms of the level and process for the work they do (Shahnawaz and Jafri, 2009). It is one of the top crucial factors that measure the effectiveness of the organization (Heneman et al., 1997). Organizations having satisfied employees appear to display more effectiveness compared to their counterparts with dissatisfied employees (Shahnawaz and Jafri, 2009). In a narrower context of internal auditors, Shahnawaz and Jafri (2009) stated that majority of internal auditors were not satisfied with their jobs. This could result in lower productivity and performance. Abu-Azza (2012) supported this claim by his findings that showed the majority of internal auditors working for Libyan publicenterprises appear to be dissatisfied with their pay.H5: Satisfaction of Internal Auditors impacts positively on internal auditor’s effectiveness.5.ConclusionsThe aim of this research proposal is to look into the impact of the four factors that are linked to IA effectiveness moderated by satisfaction of internal auditors within the Kuwaiti industrial SMEs. This study contributes in the body of knowledge by expanding the already available literature on the IA effectiveness via the determination of the effectiveness of IA at the industrial firms employing the theories and variables that were previously identified and highlighted.中文译文:科威特工业中小企业内部审计有效性的理论探讨摘要本文旨在审查内部审计的有效性与国际内部审计专业实务标准(ISPPIA)有关的四个因素之间的关系:内部审计师的独立性,内部审计师的工作范围,管理支持和审计合作。
内部审计外文文献翻译
外文文献及原稿原稿IntroductionInt ernal a ud it ef fe ctive n e s s, t h e ext e nt t o whic h an inte r nal a udit offic e me e ts i ts ra ison d'êt re, i s a r guably a result o f the i n t e rpla y a mong four fa c tors: in t erna l audi tq uali t y; management support; or gani z at i onal sett i ng; and attributes of the audi t or.An i nt ern al audit func t ion's capabil i ty to provi de us eful a udi t findi ngs and re commendations w oul d help ra isemanagement'sintere s ti n it s re c omm e ndation s.T he m a na gementsupportw i thresourcesandc om mi t me nt to i mplement t heinternal a udi t reco m me nd ationsi s essenti a l in attainingaudit e ffec t ive ne s s.A l s o,the o rganizati o nals et ting i n w hi c h i ntern a laudit ope rat e s,i.e.t he or ga nizatio na ls t at us ofth eof fi ce,i t si nt erna lor ganizatio n andthepoli c ie s andpr oc edure s applyi ng t o eachaudi t o r, sho ul d enable smooth audi t s t ha t l ea d to reaching us e f ul a udi tfindings.Furth e r,thecapab i li t y,at t itudesandl e velofcoopera t ionoftheaudi t or i mpacton t heeffec t ive ne ss ofaud i ts.T herefore, internal audit ef fe ct i veness s houl d be vie w e d as a dynamicprocessthat is c ontinuously s ha ped by t h e interac t ions among t he fo ur factors me ntionedabove.Thi s s t udy e xami n ed,u singcasestudyan a lysis,t heint e rnala udi ts e rvic eof ala rgepublicsectororganization.Thepaperisstructuredasfollows.Thenextsectionpresents a review of the related literature; introduces a model for analyzingauditeffectiveness; and provides the research question. The third section presentstheresearch methodology; fourth section provides empirical analysis based on acasestudy; and fifth section presents a summary of the findings. The paperthensummarizes the conclusions, noting limitations of the study and suggesting avenuesfor futureresearch. InternalauditeffectivenessThe Instituteof Internal Auditors (IIA, 1999a) defined internal auditing as:an independent, objective assurance and consulting activity designed to add valueandimprove an organization's operations. It helps an organization accomplish itsobjectives by bringing a systematic, disciplined approach to evaluate and improvetheeffectiveness of risk management, control, and governanceprocesses.This definition signifies that internal audit has undergone a paradigmshift froman emphasis on accountability about the past to improving future outcomes tohelpauditors operate more effectively and efficiently (Nagy and Canker, 2002; Stern,1994;Goodwin, 2004). Since, the definition equally serves both the private and thepublicsectors (Goodwin, 2004), it is used in this study as a basis to analyze publicsectorinternal auditeffectiveness.Internal audit is effective if it meets the intended outcome it is supposed tobringabout.Sawyer(1995)states,“…internalauditor'sjobisnotdoneuntildefectsarecorrecte d and remain corrected.”Van Hansberger (2005) explains that internalauditeffectiveness in the public sector should be evaluated by the extent to whichitcontributes to the demonstration of effective and efficient service delivery, asthisdrives the demand for improved internal audit services. Based on the results ofaconsultative forum that focused on improving public sector internal audit [1],VanHansberger (2005) identified perceptionsandownership; organizationandgovernance framework; legislation; improved professionalism; conceptualframework;and also resources as factors influencing internal audit effectiveness.Effectiveinternal audit undertakes an independent evaluation of financial andoperatinginformation and of systems and procedures, to provide useful recommendationsfor improvements asnecessary.The effectiveness of internal audit greatly contributes to the effectiveness ofeachauditor in particular andthe organization at large (Dittenhofer, 2001).Dittenhofer(2001) has also observed that if internal audit quality is maintained, it will contributeto the appropriateness of procedures and operations of the auditor, and therebyinternal audit contributes to effectiveness of the auditor and the organization asawhole. Using agency theory, Dingdong (1997) explained the role that internalauditplays in an economy and points out that internal audit has an advantage over externalauditin obtaining information quickly and finding problems at an earlier stage; and Sparkman (1997), applying the theory of transaction cost economics, demonstratedhow internal audit recommendations are important to the management ofgovernmentorganizations.Priorliteraturerelatingtointernalauditeffectivenesshaseitherfocusedontheinternal audit's ability to plan, execute and objectively communicate usefulfindings(Dingdong, 1997 Sparkman, 1997;Dittenhofer, 2001); or taken a broader viewandincluded factors that transcend the boundary of a single organization (VanHansberger,2005). This paper attempts to introduce a new perspective for evaluation of internalaudit effectiveness by identifying factors within an organization that impact onauditeffectiveness. A model, which assumes that there is a common interest to achieveorganizational goals for auditor management, top management and internal audit,isused for analysis of this case study. Since, audit effectiveness fosters theachievementof a common goal; there would be a natural incentive in an organization to improveit.The model considers four potential factors –internal audit quality,managementsupport, organizational setting, and auditor attributes to explain audit effectiveness,and shows how the interaction of these factors improves audit effectiveness.Internal audit quality, which is determined by the internal audit department'scapability to provide useful findings and recommendations, is central toauditeffectiveness. Internal audit has to prove that it is of value to the organization and earna reputation in the organization (Sawyer, 1995). Internal audit has to evaluateitsperformance and continually improve its service .audit quality is a function ofthelevelofstaffexpertise,thescopeofservicesprovidedandtheextenttowhichaudits areprope rlyplanned,executedandcommunicated.Audit findings and recommendations would not serve much purposeunlessmanagement is committed to implement them. Adams (1994) used agency theorytoexplain that it is in the interest of management to maintain a strong internalauditdepartment. Implementation of audit recommendations is highly relevant toauditeffectiveness (Van Hansberger, 2005) and the management of an organization isviewed as the customer receiving internal audit services. As a result,management'scommitment to useaudit recommendations and its support in strengthening internalauditis vital to audit effectiveness (Sawyer,1995).Organizational setting refers to the organizational profile, internal organizationand budgetary status of the internal audit office; and also the organizationalpoliciesand procedures that guide operation of auditors. It provides the context inwhichinternal audit operates. Thus, organizational setting can exert influence on the levelofeffectiveness that internal audit could achieve. The auditor attributes relate tothecapability of the auditor to meet its intended objectives. Auditor attributeswithimplications on audit effectiveness include the auditors' proficiency to efficientlyandeffectively meet organizational sub-goals; their attitude towards internal audit; andthelevel of cooperation provided to the auditor .Since, the four factors discussed aboveare intricately linked, audit effectiveness is a dynamic process that results fromtheeffect of each factor and the interplay among all. audit quality andmanagementsupport strongly affects audit effectiveness. Better audit effectiveness, in turn, hasapositivebearingonthesetwofactors.Ifinternalaudit enhancesqualitytotheextent itelicits management's interest, management support would be a natural quid proquobecause the management would realize the contribution of internal audit totheachievement of organizational goals. This would positively reflecton auditqualityand enhance audit effectiveness. The management's commitment to implementauditrecommendations improves the operation of the auditor, as a result of whichtheauditor attributes would improve to the benefit of audit effectiveness.Further,management retains the authority to improve the organizational setting andinfluencethe auditor towards a positive effect on audit effectiveness, whichin turn,benefitsauditquality.ConcludingcommentsThis study investigated the internal audit service of a large public sectorhighereducational institution, to identify factors influencing internal audit effectiveness,using a model developed for the analysis. The model consisted of fourinterrelatedfactors: internal audit quality; management support; the organizational setting;andattributes of theauditors.The findings of the study reveal that the internal audit office of theorganizationstudied needs to enhance the technical proficiency of the internal audit staffandminimizestaff turnover so as to foster audit effectiveness. The organizational statusand internal organization of the internal audit office are fairly rated, butinternalaudit'slackofauthorityonbudgetsreducesitscontrolofresourceacquisitionandutil ization.The scope of internal audit services is limited to regular activities. Extendingthescopeofservicesbywideningtherangeofsystemsandactivitiesaudited,withappropr iateriskanalysis,wouldimprove auditeffectiveness. Management'scommitment in providing greater attention to internalaudit recommendations andstaffingtheofficewithwell-qualifiedemployeesdeservesattentioninthisstudy.Theinternalauditors,undertheimpressionthat theirreportsarenotsufficientlyutilizedbythe management, may not be encouraged to exert the maximum possible effort in their engagements. In addition, the lack of attention by management may send awrongsignal about the importance of internal audit services to the audited, which in turnadversely affects the auditedattributes.The study has shown that internal audit of the organization studiedneedsimprovement in the areas of audit planning, documentation of audit work,auditcommunications and follow-up of recommendations. Audit effectiveness couldbeenhanced by ensuring consistency in documenting audit work to enableimprovedreview of audit work; proper follow-up of the status of audit findingsandrecommendations; increased distribution of audit reports; and further improvementinthe quality ofreporting.The limitation of this study is readily apparent. As in all case studies,thegeneralisabilityof the findings and the conclusions drawn is limited, althoughthestudy does provide evidence of the problems internal auditors face in providinganeffective service to management. Further, research could be welcome tofullyunderstand the level of internal audit effectiveness in the Ethiopian public sectorvis-à-vis its private sector, with a view to highlighting differences, if any,andconclusively defining the variables affecting internal audit effectiveness inEthiopia.译文简介内部审计的有效性,在何种程度上满足了内部审计处其存在的理由,可以说是一个四因素之间的相互作用的结果:内部审计质量,管理支持,组织设臵,以及受审核方属性。
企业内部审计文献
企业内部审计文献(中英文版)Task Title: Internal Audit LiteratureInternal audit is a crucial function within organizations, providing independent assurance to management and the board that risk management, control, and governance processes are effective.The internal audit literature encompasses a wide range of topics, from the theoretical underpinnings of internal auditing to practical guidance on how to conduct audits and implement internal controls.企业内部审计是一个组织中至关重要的职能,它为管理层和董事会提供独立保证,确保风险管理、控制和治理流程有效。
企业内部审计文献涵盖了一系列广泛的主题,从内部审计的理论基础到关于如何进行审计和实施内部控制的实际指导。
One of the foundational texts in the field is the "International Professional Practices Framework" (IPPF) published by the Institute of Internal Auditors (IIA).This provides a comprehensive set of guidelines for internal auditors, covering areas such as audit planning, execution, and reporting.Another key resource is the "Code of Ethics" established by the IIA, which outlines the ethical principles that internal auditors should adhere to in their work.在该领域,国际内部审计师协会(IIA)发布的《国际专业实践框架》(IPPF)是一个基础文本,为内部审计员提供了一套全面的指导原则,涵盖审计计划、执行和报告等领域的内容。
审计学内部控制中英文对照外文翻译文献
中英文翻译内部控制爆炸①摘要:Power的1997版书以审计社会为主题的探讨使得审计活动在联合王国(英国)和北美得到扩散。
由审计爆炸一同带动的是内部控制制度的兴起。
审计已经从审计结果转向审计制度和内部控制,它已然成为公众对公司治理和审计监管政策的辩论主题。
Power表示对什么是有效的内部控制各方说法不一。
本人对内部控制研究方面有一个合理的解释。
内部控制对非常不同概念的各个领域的会计进行探究,并研究如何控制不同水平的组织。
因此,内部控制研究的各类之间的交叉影响是有限的,而且,许多内部会计控制是研究是再更宽广的公司治理问题的背景下进行的。
所以,许多有关内部控制制度对公司治理的价值观点扔需要进行研究。
关键词:机构理论;公司治理;外部审计;内部审计;内部控制制度;管理控制1 概述Power的1997版书以审计社会为主题的探讨使得审计活动在联合王国(英国)和北美得到扩散。
由审计爆炸一同带动的是内部控制制度的兴起。
审计已经从审计结果转向审①Maastricht Accounting and Auditing Research and Education Center (MARC), Faculty of Economics and Business Administration, Universiteit Maastricht, P.O. Box 616, 6200 MD Maastricht, The Netherlands s.maijoor@marc.unimaas.nl Fax: 31-43-3884876 Tel: 31-43-3883783计制度和内部控制,它已然成为公众对公司治理和审计监管政策的辩论主题。
例如,在最近的对于欧洲联盟内外部审计服务的内部市场形成的辩论中,监管建议建立关于内部控制和内部审计制度。
虽然对有关内部控制的价值期望高,但Power表示对什么是有效的内部控制各方说法不一。
本人对内部控制研究方面有一个合理的解释。
会计信息和内部审计外文翻译文献
文献信息:文献标题:New Product Development, Accounting Information, and Internal Audits: A Proposed Integrative Framework(新产品开发,会计信息和内部审计:一个拟议的综合框架)国外作者:Kanyamon Wittayapoom文献出处:《Procedia - Social and Behavioral Sciences》, 2014, 148(148):307-314字数统计:英文3375单词,19083字符;中文6023汉字外文文献:New Product Development, Accounting Information, andInternal Audits: A Proposed Integrative Framework Abstract Innovation activities and processes of an organization have been given considerable attention within the past decade by both managers and academics. The new product development (NPD) process is a critical innovation process that has been explored from different functional perspectives, such as marketing, engineering, finance and manufacturing, due to its interfunctional nature. As new product failure rates continue to remain high, management control systems have become an important issue. While perceptions of the ‘intervention’ of accounting practices in business processes have been widely regarded as unwelcome constraints on innovation (e.g. R&D), the view taken here is that accounting, particularly the tasks of auditing, becomes an integral internal information generating activity that enhances, rather than constrains, the NPD process and ultimately overall NPD team performance. The purpose of this paper is to identify and explain accounting information and accounting audit tasks that are essential for efficient execution of the NPD process. In doing so, a conceptual framework is presented, which integrates accounting information andpractices into the NPD process. Moreover, it is argued that the extent to which accounting information is actually utilized as part of the NPD process has an influence on the performance outcomes of the NPD process. Theoretical and practical contributions, as well as suggestions for future research are also discussed.Keywords: New product development; accounting information; accounting audit; team performance1.IntroductionNew product development (NPD) is an important process for a firm’s mar keting team to launch a meaningful innovative product (Racela, O. C., Chaikittisilpa. C., & Thoumrungroje, A. 2010), as an important potential source for competitive advantage (Sheng, S., Zhou, K. Z., & Lessassy, L. 2012), and for cross-functional integration within the organization. The NPD process requires organization resources to create new products with adaptations to interfunctional activity. As failure rates of new products continue to remain high, management control systems have become an important issue in NPD order to exploit new market opportunities and sustain firm profitability (Leenders, M. A. A. M., & Wierenga, B. 2008). The more common management and marketing control systems are often ineffective and an internal audit may prove more useful activities (e.g. cost and financial budgetary into development process within NPD process) as a means of enhancing the NPD process and NPD team performance (Brownlie, D. 1996).A generic NPD process may have five stages including: 1) opportunity identification selection, which involves gathering preliminary information to assess risk and opportunity of a need in the marketplace that can be filled by a new product, 2) concept generation, that involves the generation of ideas for product innovation, 3) concept evaluation, which requires systematic procedures to rate and rank different concepts, 4) development, which implements both technical design and marketing strategy planning, and 5) launch, which is the execution of the marketing plan. During each of these NPD stages, accounting information and accounting audits are crucial in facilitating effective NPD team output and product design.While accounting practices have been widely regarded as unwelcome constraints on innovation (Song, M., & Montoya-Weiss, M. M. 2001, Clark., Kim, B. & Fujimoto, T. 1991), an internal audit process is critical to improve programs that are aimed at reducing error or fraud, to design and control resource allocation, and to evaluate organizational performance in order to reduce non-value adding activities (Sisaye, S. 1999) of the NPD process. Hence, the NPD process is relevant to all kinds of functions within organization, e.g. project management to organize the control system of NPD, the information technology (IT) team to implement and prepare needed software applications and systems, accounting information to estimate budgets, internal audits to control and appropriate approvals, which means organizations must adopt proper strategies to reduce unnecessary costs (Yang, L-R. 2012).According to organization theory, product team performance enhances the application of knowledge that is needed for the creation of innovative ideas for NPD (Ju, T. L., Li, C. Y., & Lee, T. S. 2006). From a resource-based view, organizational knowledge and expertise are valuable, rare, and non-substitutable resources. Different sources of knowledge, particularly from accounting information and internal audits, become a valuable means to achieve competitive advantage (Barney, J. B. 1991). The NPD process integrates different knowledge and perspectives from different functions (Poon, J. P. H. & MacPherson, A. 2005), thus applying tacit knowledge and codified knowledge of the organization (Boer, M. D., & Bosch, V. D. 1999).The purpose of this paper is to explore and discuss accounting information and accounting audit task that are essential for efficiency execution of the NPD process and better NPD team performance. In this paper, NPD team performance refers to effectiveness, efficiency, and economy based on NPD teamwork. The highlight of this paper is that it attempts to integrate accounting information and practices into the NPD process, particularly the tasks of auditing, and suggests that such information generating activities enhance, rather than constrains, the NPD process and ultimately overall NPD team performance. Moreover, it is argued that the extent to which accounting information is actually utilized as part of the NPD process has an influence on the performance outcomes of the NPD process.2.Theoretical FrameworkTo expand the conceptualization of the NPD process in order to integrate accounting information and internal audits, the relationships among concepts are based on the theoretical underpinnings of the resources-based view of the firm (RBV) and contingency theory. RBV posits that different resources within the organization, like those in marketing, human resource, accounting and financial management are deployed to execute processes, including the execution of the NPD stages (Morgan, N.A., Clark,B. H., & Gooner, R. 2002, Wernerfelt, B. 1984). NPD resources can include accounting knowledge and internal audits that the NPD team uses to learn and support part of NPD process (Durmuşoğlu, S. S., & Barczak, G. 2011) because the new product team relies on a variety of knowledge from different functions in order to proceed effectively through the NPD process. Therefore, accounting information and internal audits can be regarded as information that are used to facilitate knowledge creation in a NPD process.In general, the sources of knowledge, particularly accounting information, can help NPD team members to improve their contributions to NPD and to the team. Within organizations, knowledge from different sources may be necessary, thus the transferring and sharing of knowledge and practices within and between organizational units is related to the resource-based view of the firm (RBV). To explain the existence of knowledge, such as in project management, IT management, or accounting management in NPD processes, knowledge of and from the NPD process includes the management of different resources and considerations such as scope, time, cost, quality, human resource, communication risk, or procurement. RBV, which was initially established in organizational studies and widely used in the field of strategic management, helps to understand the internal resources of an organization that can be deployed to achieve a competitive advantage (Grant, R. M. 1996). Such resources include organizational processes, knowledge, and know-how from both tacit and codified knowledge from the organization and employees, which is regarded as tangible and intangible assets. Within the RBV, the different sources of knowledgecan help the organization to formulate strategy and to generate competitive advantage (Kaleka, A. 2002) to achieve superior marketing outcomes (McGrath, R. MacMillan, I. & Venkatraman, S. 1994) and team performance. Because innovation activities and processes of an organization have been given considerable attention, the new product development (NPD) process is considered a critical innovation process that has been explored from different functional perspectives. Therefore, sources of knowledge from different functional units within an organization are necessary. The NPD team needs a variety of knowledge and know-how from each professional function in order to reduce new product failure rates. The NPD team also needs a high degree of knowledge sharing from NPD team members. Hence, the sources of accounting knowledge practices and knowledge-sharing in business processes have been widely regarded, as the tasks of auditing become an integral internal information generating activity to enhance, rather than constrain, the NPD process and ultimately overall NPD team performance.Contingency theory argues that organizational behaviors and performance depends on contextual factors (McAdam, R. & McClelland, J. 2002) and suggests that organizational effectiveness is related to corporate characteristics (Chenhall, R. H., 2003). In academic studies, the literature in marketing management, accounting management, and internal auditing shows very little attention given to the role of contingencies within organizations (Morgan, N. A., Clark, B. H., & Gooner, R. 2002). To enhance the likelihood of new product success, management control systems have been adopted to align accounting information and internal audits to NPD. Therefore, in this paper, contingency theory explains how different contexts of internal audit activities influence the NPD process and NPD team performance (Chapman, R. & Hyland, P. 2004). The conceptual model is presented in figure 1.3.Conceptual and Proposition3.1.Sources of Accounting Knowledge and NPD ProcessIn this paper, ‘source of knowledge’refers to the relevant tacit and codified knowledge within an organization and used by organizational members. Sources of knowledge can come from all organizational functions. Accounting knowledge can be considered a source of knowledge that is very important for organizational strategy and management and which is critical to realize improvements in the NPD process (Jørgensen, B. & Messner, M. 2010).Tacit knowledge can be described as knowledge that cannot be easily articulated verbally and is therefore difficult to transfer to or to be understood by another person.Because of this difficulty, tacit knowledge is difficult to imitate and replicate and iseasier to protect (Saarenketo, S., Puumalainen, K., Kuivalainen, O., & Kylaheiko, K. 2004). For instance, a person’s ability that has developed over time through the accumulation of knowledge and gained through practical experience, are often considered forms of tacit knowledge.Tacit knowledge can be better understood by others or groups who are well versed in the particular subject matter and with the language that describes the information, such as a groups of practitioners or professionals of a field (Nightingale, O. 1998). Tacit knowledge also includes knowledge that is embedded in social networks that contains a higher tacit content due to the major mechanism of transferring is rooted in individuals or groups who are necessary for carrying out tasks and processes within the organization. Thus, tacit knowledge from different areas of the organization are necessary for the NPD process whereby the NPD team’s abilities, including those related to accounting and internal auditing, can be a valuable source of knowledge (Chen, S. 2005).Codified knowledge is organized around procedures, properties, facts or axiomatic proposition, transferred via teaching, and interpersonal interaction (Edmonson, A., Winslow, A. B., Bohmer, R. M. J., & Pisano, G. P. 2003). The use of codified knowledge allows persons to increase their knowledge, increase the quantity of information exchanged, clarify information content, and to reduce uncertainty in information sharing. Accounting is considered a main source of codified knowledge. Use of such knowledge also applies within the NPD process, as codified knowledge of accounting information is embedded in the product design (Carbonara, N., & Scozzi, B. 2006). Accounting information can be used to provide direction to the NPD team and in their formulation of strategies for NPD. For instance, knowing and understanding the product’s contribution margins ma y help the NPD team better coordinate proposed production schedules for a new product that will be added to a firm’s current product line. Therefore, based on the tacit and codified knowledge of accounting information, the following proposition is given:Proposition 1: Sources of accounting knowledge enhances the NPD process and NPD team performance.3.2.Internal Audits, NPD Process, Team PerformanceIn recent years, organizations continue to seek ways to improve their NPD process (e.g. reduced cost, and budget) and increase NPD team performance (e.g. effectiveness, efficiency, and economy of product quality). Management control systems are important to ensure better organizational performance (Jaworski, B. J. 1988). NPD team performance is essential for the execution of an efficient NPD process and activities. The NPD team must be comprised of a variety of skills and competence from members of different functions who can bring to the team different knowledge. The concept of internal audit can be useful for NPD team to organize NPD process such as risk assessment, control quality, or managing the team performance.In general terms, an internal audit is the process to examine, monitor, and analyze organizational activities in order to review what the firm is doing in order to assess its health and profitability, identify potential threats, and to advise on ways to mitigate risk of those threats in order to minimize costs. The internal audit is a part of the firm’s administrative structure and involves the tasks of audit planning, audit executing, and audit reporting with an emphasis on accounting information. As already mentioned, internal audit tasks can be related to the stages of the NPD process. The three distinct roles of the internal audit process are:•aud it planning, which involves the collection of preliminary information, the identification and evaluation of risk , and the review of sufficient and appropriate internal controls;•audit execution, which involves checking whether there is appropriate and sufficient audit evidence, selecting an audit sampling technique to collect information for analysis, choosing a number of audit techniques to apply, and documenting the audit; and•audit report, which involves communicating and disseminating information of the new product and the NPD process with which due diligence.From this internal audit process, the NPD team stays informed of the financial aspects of the NPD process and can apply such knowledge in subsequent NPD stages.Given the importance of the NPD process, an internal audit process can be implemented at each stage of the NPD. In the first stage of the NPD process, i.e. opportunity identification and screening of generated concepts, the launch of an internal audit project may appear as a set of key components which includes a plan to conduct the internal audit, with the aim to understand the NPD process and to know how the NPD team identifies market opportunities and how the team evaluates ideas/concepts for further consideration. The audit planning should arise from discussions between members of the NPD team in order to get ‘the big picture’ of the broad context of opportunities for new product development (Stewart, D. W. 2009). Based on this, the internal auditor in the NPD team should:•gather preli minary information by documenting the internal control environment and to obtain information and feedback from NPD team members;•evaluate potential risk related to the NPD process, define performance outcomes that will be used to assess NPD process success, and propose ways to decrease risk; and•conduct an internal control of all stages of the NPD process.Hence, the NPD team, particularly the internal auditor works from preliminary information gathering, risk evaluation, and internal control by making inquiries and reviewing information from interviews, questionnaires, and/or observations of the NPD process activities so that an audit program can be established.Second, when the NPD team evaluates concepts that can be pursued for further development, an internal audit would involve determining a formal audit objective directed at the NPD process and to review NPD team performance and to determine NPD activities that would support the audit objective. The NPD team would need to decide what appropriate information and tools are necessary for NPD (Buyukozkan, G. & Feyzioglu, O. 2004). In essence, for the NPD stage of concept evaluation, the audit activities could include:•ensuring there is appropriate and sufficient audit evidence, which requires the NPD team to collect and maintain documentation to support the internal audit objective and to ensure that documents are appropriate in terms of (i.e. quality andreliability) and sufficient (i.e. quantity) for analysis;•implementing an audit sampling technique w here the NPD team decides which audit sampling technique should be used as a tool for gathering sufficient information (e.g., probability sampling technique or non-probability sampling technique)•adopting several audit techniques in order to test intern al controls, and monitor data assurance, whereby the internal auditor in the NPD team would make inquiries and data from questionnaires, observation or other analytical procedures in order to ensure the NPD process is accurate; and•conducting‘audit’ paperwork with due diligence with the internal auditor of the NPD team applying ‘bookkeeping’ practices of their audit into formal documentation, ensuring accurate information. Due diligence also requires sufficient internal audit skills for the audit results to be given as a recommendation to the NPD team as a formal audit report.Finally, at the last stage of the NPD process, when the new product is ready for launch into the market, the launch should also be communicated within the organization as well as to selected target markets. Similar to the internal audit, after audit team analyzed the process of new product to ensure that NPD process is completed influence to team performance, internal auditor within NPD team should prepare an audit report. The audit reporting generated by the accounting information system on which analyzed the material errors, omissions, and fraud (Chan, D. Y. & Vasarhely, M. A. 2011). While the NPD team ensures that the process of new product system is educate and total quality assurance by internal control system. The total quality assurance refers to NPD team, particularly internal auditor to collections and gathers all activities of NPD process to facilitate the quality control as an internal audit portfolio. Therefore, the following proposition is given:Proposition 2: Internal audit of the NPD process enhances the NPD process and NPD team performance.3.3.Sharing of Accounting InformationAccounting information refers to information from financial statements that are generated from traditional ‘book- keeping’ and which are used for decision-making.While for the most part, accounting information is typically associated with clear and easily understood accounting ratios, it also includes qualitative information such as in the interpretations, implications, and economic consequences of trends and patterns (i.e., costs, expenditures, returns on investments, etc.) not easily detected from financial statements of one reporting period. Information sharing is an important factor that may moderate the influence of sources of accounting knowledge on the NPD process (Song, M., & Thieme, R. J. 2006). This is because the NPD process relies on information (e.g. upgrade product design efficiency) (Venkatasubramanian, V., Zhao, et al 2006) and is a foundation for collaborative NPD design (Kim, K.Y., Manley, D. G., & Yang, H. 2006, Zhanga, S., Shen, W., & Ghenniwa, H. 2004). As part of the NPD process, the internal audit generally is concerned with knowledge from several different functional units, and as such, the NPD team must adapt this shared information to reduce communication error (i.e. tacit and codified knowledge). Thus with improved quality of communication, the sharing of accounting information should enhance the NPD process and NPD team performance (Merminod, V., & Rowe.F. 2012). Therefore, the following proposition is given:Proposition 3: Greater sharing of accounting information within the organization and within the NPD team strengthens the influence of accounting knowledge on the NPD process and NPD team performance4.Implications and ConclusionThis paper discusses the NPD process, accounting knowledge, internal audits, and accounting information and posits that the NPD process can be enhanced through greater use of accounting knowledge and particularly the tasks of auditing. Moreover, greater use and sharing of accounting information as part of the NPD process enhances accounting’s role on the performance outcomes of the NPD process. In this paper, perspectives from RBV and contingency theory are applied to develop and propose a conceptual framework for the posited relationships among constructs. Therefore, this paper makes a theoretical contribution to the areas of knowledge as a resource and postulates that the NPD process needs accounting knowledge and thesharing of information by accounting professionals. This paper also offers managerial implications, since management and NPD team members must understand the need to for control systems to improve NPD and NPD team performance.This paper proposed a conceptual framework that integrates theories and concepts and therefore, future research is needed to conduct empirical analysis to test the posited relationships.中文译文:新产品开发,会计信息和内部审计:一个拟议的综合框架摘要在过去十年中,一个组织的创新活动和过程受到管理者和学术界的相当大的重视。
编写内部审计报告
编写内部审计报告(中英文实用版)英文文档内容:Internal Audit ReportIntroduction:This report presents the findings and recommendations of the internal audit conducted on [Name of Department/Area] within the organization [Name of Organization].The audit was conducted to assess the effectiveness and efficiency of the department"s operations, risk management practices, and compliance with relevant policies and procedures.Scope:The audit covered a period from [Start Date] to [End Date] and included a review of financial records, operational processes, and internal control systems.The audit was performed in accordance with the generally accepted auditing standards and the organization"s internal audit policy.Findings:1.Financial Management:- The department"s financial records were incomplete and inaccurate.Recommendation: Implement a robust financial management system to ensure accurate and complete records.- Expenditures were not properly authorized, and there was a lack of segregation of duties.Recommendation: Establish clear authorization procedures and segregation of duties to prevent misappropriation of funds.2.Operational Processes:- The department"s operational processes were inefficient, leading to delays and increased costs.Recommendation: Streamline operational processes to improve efficiency and reduce costs.- There was a lack of documentation and record-keeping practices.Recommendation: Develop and implement comprehensive documentation and record-keeping policies.3.Internal Control Systems:- The internal control systems were weak, with gaps in access controls and monitoring procedures.Recommendation: Strengthen internal control systems by implementing effective access controls and monitoring procedures.- There was a lack of employee training and awareness regarding compliance requirements.Recommendation: Provide regular training sessions to employees to enhance their understanding of compliance requirements.Recommendations:Based on the findings of the audit, the following recommendationsare made:1.Implement a robust financial management system to ensure accurate and complete financial records.2.Establish clear authorization procedures and segregation of duties to prevent misappropriation of funds.3.Streamline operational processes to improve efficiency and reduce costs.4.Develop and implement comprehensive documentation and record-keeping policies.5.Strengthen internal control systems by implementing effective access controls and monitoring procedures.6.Provide regular training sessions to employees to enhance their understanding of compliance requirements.Conclusion:The internal audit revealed several areas of improvement within the [Name of Department/Area].Implementation of the recommendations will enhance the department"s effectiveness and efficiency, improve risk management practices, and ensure compliance with relevant policies and procedures.Management is requested to review this report and take necessary actions to address the identified issues.Date: [Date of Report]中文文档内容:内部审计报告引言:本报告总结了组织[组织名称]内部审计小组对[部门名称]进行的内部审计的结果和建议。
环境可持续性内部审计毕业论文中英文资料外文翻译文献
环境可持续性内部审计毕业论文中英文资料外文翻译文献论文简介:本文介绍了环境可持续性内部审计相关文献资料的翻译。
这些文献资料内容涵盖了内部审计在环境保护领域中的应用、内部审计对企业可持续性发展的帮助、企业内部审计师应具备的技能和素质等方面,对研究环境可持续性内部审计具有一定的参考价值。
翻译文献:1. Brown, M. (2009). Environmental sustainability and its relevance to internal audit. Internal Auditor, 66(4), p.26-32.该文从环境保护的角度剖析了内部审计在环境可持续性方面的作用。
通过调查显示,企业对环境保护的关注度越来越高,这为内部审计工作提供了机会。
内部审计应该重视环境可持续性方面的问题,为企业持续发展提供有价值的建议。
2. Taylor, G. (2010). Climate change: Implications for internal audit. Internal Auditor, 67(2), p.34-39.该文提到随着全球气候变化,许多公司开始将应对气候变化作为企业活动的一部分。
内部审计在这个过程中可以发挥重要作用。
内部审计师应具备透彻的了解气候变化的知识和技能,在审计过程中,应该对企业的碳足迹、能源效率和降低排放等方面进行审计。
3. Bernard, V.L. (2009). Internal auditing to enhance environmental sustainability. Internal Auditor, 66(5), p.57-60.该文提到内部审计在环境保护方面的作用比较明显。
企业需要在环境保护方面关注可持续性。
内部审计应该加强在环境保护方面的审计工作,提出合理的改进建议。
同时,企业内部审计师还应具备相关技能和素质,以更好地支持可持续发展。
内部审计论文中文外文参考文献
会计学内部审计中英文资料外文翻译文献内部审计在沙特阿拉伯的发展:协会理论透视内部审计职能的价值1早先的研究已经运用各种各样的方法来制定适当的标准以评估内部审计职能的有效率。
比如说,视遵照标准的程度为影响内部审计表现的其中因素之一。
一份1988 年国际会计师协会英国协会的研究报告就致力与研究内部审计作用价值中高级管理层和外部审计员的认知力。
这项研究证明了衡量所提供服务的价值的艰难性就是做评估的主要障碍。
收益性,费用标准以及资源利用率都被确认为服务价值的衡量标准。
在这项研究里,它强调了确保内部审计工作应遵从 SPP IA 的必要性。
在美国,1988 的A lbrec hta 研究过内部审计的地位和作用,还为了能有效的评估内部审计的效率特别制定出一套框架。
他们发现有四个能让内部审计部门发展从而提高内部审计效率的要件:一个合适的企业环境,高级管理层的支持,具备高素质的内部审计人员以及高质量的内部审计工作。
在这项研究里学者们强调管理层和审计人员都应该承认内部审计职能对于企业来说是一种具有增值性的职能。
在英国,1997年,Ri dley和D’S ilva证明遵循专业标准的重要性是促进内部审计职能增值功能的最重要的因素。
遵循 SPPI A大量的研究都特别专注于内部审计部门对于 SPPI A 遵从性的研究。
1992 年,Powe ll et al 对11 个国家的国际会计师协会的成员进行了一项全球性的调查以证明是否有全球性的内部审计文化。
有他们发现对这11 个国家的国际会计师协会成员的调查中, 82的是遵循S PPIA的。
这个蛮高的百分比率促使学者们建议S PPIA提供内部审计这个职业全球化的证据。
审计风险外文文献翻译最新译文
审计风险外文文献翻译最新译文The n of Audit Risk ControlXXXIn any market。
the optimal n of resources is an internal XXX。
however。
n asymmetry exists een investors and creditors。
debtors and regulators。
and other regulated XXX verify the financial n of foreign enterprises and other n to ensure that the market's main body has as close to complete n as possible。
This process is known as the audit.XXX' subjective ns。
which are usually based on sampling surveys。
XXX。
audit risk is XXX.n:The auditing n has e an essential part of the market economy。
XXX the development of the capital market。
It holds a XXX the financial market。
However。
in recent years。
due to the repeatedn of cases XXX accountants。
the industry has XXX。
A 2002study published in the American Journal of Accounting Statistics revealed that the number of lawsuits against auditors in the United States over the past 15 years is far more than the total number of lawsuits in the industry's 105-year history。
会计内部控制中英文对照外文翻译文献
会计内部控制中英文对照外文翻译文献会计内部控制中英文对照外文翻译文献(文档含英文原文和中文翻译)内部控制系统披露—一种可替代的管理机制根据代理理论,各种治理机制减少了投资者和管理者之间的代理问题(Jensen and Meckling,1976; Gillan,2006)。
传统上,治理机制已经被认定为内部或外部的。
内部机制包括董事会及其作用、结构和组成(Fama,1980;Fama and Jensen,1983),管理股权(Jensen and Meckling,1976)和激励措施,起监督作用的大股东(Demsetz and Lehn,1985),内部控制系统(Bushman and Smith,2001),规章制度和章程条款(反收购措施)和使用的债务融资(杰森,1993)。
外部控制是由公司控制权市场(Grossman and Hart,1980)、劳动力管理市场(Fama,1980)和产品市场(哈特,1983)施加的控制。
各种各样的金融丑闻,动摇了世界各地的投资者,公司治理最佳实践方式特别强调了内部控制系统在公司治理中起到的重要作用。
内部控制有助于通过提供保证可靠性的财务报告,和临时议会对可能会损害公司经营目标的事项进行评估和风险管理来保护投资者的利益。
这些功能已被的广泛普及内部控制系统架构设计的广泛认可,并指出了内部控制是用以促进效率,减少资产损失风险,帮助保证财务报告的可靠性和对法律法规的遵从(COSO,1992)。
尽管有其相关性,但投资者不能直接观察,因此也无法得到内部控制系统设计和发挥功能的信息,因为它们都是组织内的内在机制、活动和过程(Deumes and Knechel,2008)。
由于投资者考虑到成本维持监控管理其声称的(Jensen and Meckling,1976),内部控制系统在管理激励信息沟通上的特性,以告知投资者内部控制系统的有效性,是当其他监控机制(该公司的股权结构和董事会)比较薄弱,从而为其提供便捷的监控(Leftwich et等,1981)。
内部审计_外文文献翻译
内部审计外文文献翻译内部审计在沙特阿拉伯的发展:协会理论透视内部审计职能的价值1早先的研究已经运用各种各样的方法来制定适当的标准以评估内部审计职能的有效率。
比如说,视遵照标准的程度为影响内部审计表现的其中因素之一。
一份1988年国际会计师协会英国协会的研究报告就致力与研究内部审计作用价值中高级管理层和外部审计员的认知力。
这项研究证明了衡量所提供服务的价值的艰难性就是做评估的主要障碍。
收益性,费用标准以及资源利用率都被确认为服务价值的衡量标准。
在这项研究里,它强调了确保内部审计工作应遵从SPPIA的必要性。
在美国,1988的Albrechta研究过内部审计的地位和作用,还为了能有效的评估内部审计的效率特别制定出一套框架。
他们发现有四个能让内部审计部门发展从而提高内部审计效率的要件:一个合适的企业环境,高级管理层的支持,具备高素质的内部审计人员以及高质量的内部审计工作。
在这项研究里学者们强调管理层和审计人员都应该承认内部审计职能对于企业来说是一种具有增值性的职能。
在英国,1997年,Ridley 和D’Silva证明遵循专业标准的重要性是促进内部审计职能增值功能的最重要的因素。
遵循SPPIA大量的研究都特别专注于内部审计部门对于SPPIA遵从性的研究。
1992年,Powell et al对11个国家的国际会计师协会的成员进行了一项全球性的调查以证明是否有全球性的内部审计文化。
他们发现对这11个国家的国际会计师协会成员的调查中,有82%的是遵循SPPIA的。
这个蛮高的百分比率促使学者们建议SPPIA提供内部审计这个职业全球化的证据。
许多的研究已经关注涉及到独立性的SPPIA标准。
Abdulrahman A. M. Al-Twaijry, John A. Brierley and David R. Gwilliam* Internal Audit Research1981年,Clark et al发现内部审计部门的独立性和内部审计人员所做报告的权威性是影响他们工作客观性的最至关重要的两个因素。
审计报告中英文对照5篇
审计报告中英文对照5篇第一篇:审计报告中英文对照最新审计报告中英文对照(转载)审计报告中英对照2008-12-27 13:38:21 阅读2557 评论5字号:大中小订阅山西**联合会计师事务所ShanXi**Unite Accountant Office审计报告AUDITOR’S REPORT晋**审字(2007)第000**号Jin **(2007)Audit No.00****铸造有限公司:To **foundry Co., Ltd:我们审计了后附的**铸造有限公司(以下简称贵公司)财务报表,包括2006年12月日的资产负债表,2006年度的利润表以及财务报表附注。
We have audited the accompanying balance sheet of ** foundry Co., Ltd(the “Company”)as of Dec.31,2006, and the related consolidated income statement for the2006then ended, and a summary of significant accounting policies and otherexplanatory notes.一、管理层对财务报表的责任1.Management’s Responsibility for the Financial Statements按照企业会计准则和《企业会计制度》的规定编制财务报表是贵公司管理层的责任。
这种责任包括:(1)设计、实施和维护与财务报表编制相关的内部控制,以使财务报表不存在由于舞弊或错误而导致的重大错报:(2)选择和运用恰当的会计政策:(3)作出合理的会计估计。
The management is responsible for the preparation and fair presentation of thesefinancial statements in accordance with the Accounting Standards for Business Enterprises and China Accounting System for Business Enterprises.This responsibility includes:(i)designing, implementing and maintaining internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error;(ii)selecting and applying appropriate accounting policies;and(iii)making accounting estimates that are reasonable in thecircumstances.二、注册会计师的责任2.Auditor’s Responsibility我们的责任是在实施审计工作的基础上对财务报表发表审计意见。
公司内部治理与内部审计外文文献翻译2014年译文3722字
文献出处:Gramling A, Maletta M. Corporate Internal Governance and Role of Internal Audit [J]. Journal of Accounting Literature, 2014, 23(1): 194-244.(声明:本译文归百度文库所有,完整译文请到百度文库。
)原文Corporate Internal Governance and Role of Internal AuditGramling A, Maletta M.AbstractIn the recent years, a series of events of corporate governance failure have caused the rethought on corporate governance .In many countries, laws, governments and associations start to focus on the internal governance of corporate, corporate governance shows a trend of internalization. But, it still doesn't form the common sense about the core of the internal governance of corporate and the role of internal audit in the internal governance. This article argues that the core of the internal governance of corporate is risk management and internal control; internal audit plays an active role of supervisor and enabler in internal corporate governance framework by its independence and competence.Keywords: Internal governance;Risk management;Internal control;Internal audit 1 IntroductionWorldwide in recent years a large number of organizations failures occur (such as accounting fraud, bankruptcy, etc.), from the United States of Enron, Enron, WorldCom (WorldCom) to domestic silver metal, ST events such as the dawn, the quality of corporate governance has been questioned, changes in the environment is put forward to strengthen the corporate governance requirements. This kind of failure, especially the accounting fraud, prove that the company's internal governance, such as the board's lack of independence, the poor quality of the audit committee and internal audit function absence) can lead to problems (Abbott, 2000; Beasley, 2000).Legal environment increased the responsibilities of the directors and senior management of listed companies, Securities Class Action according to Stanford law school institute (Stanford Law School Securities Class Action Clearinghouse) studies have shown that the number of Securities Class Action increased significantly, especially in the 2001years later, this change reflects the company directors face greater legal risks. Promulgated in 2002, the United States of SOX act: chief executive and chief financial officer of financial report must be submitted to the SEC's legitimacy and to ensure fair expression, in violation of regulations will be fined or sentenced to prison. Many groups also made an urgent appeal for improved corporate governance, Tread way commission of sponsors, namely in 1992, the COSO committee released the report related to corporate governance, Internal Control overall Framework (Internal Control - Integrated Framework), in 2004, and put forward related to corporate governance report - the Risk Management Framework (Enterprise Risk Management - Integrated Framework), intended to develop applicable Risk Management Framework for the Management and directors.The changes in the environment is put forward to strengthen the corporate governance requirements, in order to make more reasonable and effective corporate governance, the focus of corporate governance have started to change from country to country, and presents a trend of the internalization of corporate governance, and the trend of the internalization of present a mandatory change, all countries through the form of laws and regulations on driving the rapid development of the company's internal governance. The core of company governance is risk management and internal control, each subject both for-profit and nonprofit; purpose is to provide value for its stakeholders. All subjects faced with uncertainty, the uncertainty hidden damage to the value or increase, both risks is represented at the chance. Enterprise risk management and internal control the management authorities to effectively deal with uncertainty and associated risk and opportunity, thus improve the body's ability to create value.Corporate internal governance efficiency needs to be within the company set up a complete organizational structure, internal management in the internal governance structure of the board of directors and the professional committee, is the company's internal governance policy makers and consignor, management is the executor of the internal corporate governance and the consignee, internal audit organization and internal auditors because of its special properties on the organization (independence)and personnel's professional competence, determines the internal audit in the internal governance of listed companies plays an important "monitor" and "promote" leading role. The risk of internal audit through direct monitoring and confirm to other internal and external governance and internal control related subject conveying information about risk management and internal control, in the company's internal governance plays an irreplaceable role in promoting the guide.2 The new trend of corporate governance: the trend of internalizationCorporate governance includes internal governance and external governance. External governance elements including product market, manager market, and capital market, financial market and control the market. Internal governance includes the shareholders meeting, board of directors and the professional committee and board of supervisors, management, etc., in practice due to the country's political, economic and cultural development trajectory, the corporate governance mode is not exactly the same, the us and the UK model is given priority to with external corporate governance mechanism, weak internal governance; German and Japanese mode is given priority to with internal corporate governance mechanism, external governance is weak. Lin think external governance mechanism to standardize the operation of the company plays a more important role, compared with the market competition mechanism, the company's internal governance structure is the external governance mechanism on the basis of the derived system arrangement, plays a supplement of external governance and protect the interests of the related interest subjects. Worldwide in recent years a large number of corporate governance failure cases, such as Enron, Enron, World com (World com) and so on, also resulted in the changes of the trend of corporate governance, corporate governance presents the trend of internalization, countries all over the world paid attention to the construction of the company's internal governance mechanism, the SOX act in 2002 is undoubtedly further promoted the process of the internalization of corporate governance.2.1 Audit committee system further attention and deepenBefore the Enron, the audit committee system has gained the attention of the countries in the west. In 1992 famous British Cadbury report; Canada MACDONALD,a report released in 1988; Australian company practice and operation working group published in 1990, according to a report in every company should set up the audit committee; in 1992 the board of directors of the New Zealand practice draft guidelines also suggest to set up the audit committee. After Enron event, the United States in 2002 issued the SOX act with particular emphasis on the role of the audit committee in corporate governance, on the composition of the audit committee, independence, accountability, economic source are made clear rules, the law regulation: did not establish internal audit of the company, must set up internal audit committee, and there is no "real" relationship with company's independent directors, from the legal safeguard the implementation of the audit committee in corporate governance role. Independent audit committees established is under the board, and the independence of the audit committee, authority and financial expertise to emphasize. Require commercial Banks to set up the audit committee, the audit committee is head of the independent directors, and the duties of the audit committee to the rules. To set up an independent director of the audit committee, remuneration and appraisal committee and give full play to its role. Each country to the attention of the audit committee and the deepening of the audit committee responsibilities and authorities, reflect the supervision department of the audit committee in improve the quality of financial reporting and ensure that the CPA independence and prevent the failure of corporate governance in corporate governance activities, such as legal action to evadea good forecast.2.2 The independent director system to speed up the pace of globalizationAlthough the independent director system originated in the United States, but since the 1980 s the independent director system to the global expansion and transplantation, a process which peaked in the late 90 s and the beginning of this century. The British in 1991, 1995 and 1998, respectively, Cadbury report, Granbury report and the joint principles: principles of good corporate governance and best code of conduct "published in 1999, France the Vienna report, Canada in the report, released in 1994 and 1997.After Enron, in 2002, the New York stock exchange and NASDQ Suggestions to consummate the two exchanges and reform scheme ofindependent director system, request to increase the number of independent directors, independent directors in the board of directors of the listed company must be majority; And strengthen the requirement of "independence", and requires independent directors to the listed company and shareholders or managers of listed companies related organization relationship in no major, requires public companies to set up all the governance committee composed of independent directors, the compensation committee and audit committee, etc. In 2002, congress passed the SOX act on reform of the accounting and corporate governance, regulations, the securities and exchange commission has sacked for corporate directors, can temporarily or permanently banned problem into the listed company directors, audit committee composed of independent directors and all upgraded to statutory bodies, the audit committee is not controlled by shareholders or management. From various countries in the world can be seen in the development of the independent director system, increasing the proportion of independent directors of board of directors, independent director function area expands unceasingly, in the audit, remuneration and nomination or governance committee are gradually increased the independence requirements, and give more authority, and responsibility. Independent director is gradually to a formal assessment of CEO and board of directors, dominated by independent director evaluation procedure and conclusion. Improved significantly with legal status of independent directors, independent director’s responsibility deepening embodied the important position of the independent director system in corporate governance.3 The core of the company's internal governance: risk management and internal controlPresents the trend of the internalization of corporate governance is the indisputable fact that, but what is the core of the internal corporate governance and no consensus .It is thought that the main purpose of the corporate governance is to protect the interests of investors, ensure that can get enough return, so as to arouse the enthusiasm of its investment. This view more popular in British and American countries. Company also has the view that, in addition to the investors and other stakeholders, including employees, customers, suppliers and communities, where ourcompany is located is the purpose of corporate governance in the process of company's business goal, should seek a balance between the interests in the company or the coordination. This view is popular in the European continent; And view, the core of corporate governance is to deal with the relationship between the enterprise owners and professional managers.On the basis of deepening the reform of property right system perfect incentive constraint mechanism for managers, in order to achieve effective incentive and restraint managers' behavior; also has a view also have thought, the board of directors is the core of corporate governance, the board of directors in corporate governance structure, like in the role of principal-agent. For the shareholders meeting, board of directors is the company's major decision agents, but for senior management, board of directors and the implementation plan of the principal major policy decisions. This hub of principal-agent relationship roles, the board of directors decides the issue of the board of directors is the kernel of corporate governance.Before two views will be to achieve the purpose of corporate governance as the core of corporate governance;The third kind of view will be the object of corporate governance as the core of corporate governance; The last view will be corporate governance as the control core of a subject. These views do not reveal the true core of the company's internal governance, international federation of accountants (IFAC) business committee council (PAIB) and the chartered institute of management accountants (CIMA), puts forward the corporate governance (Enterprise governance) and management (Easiness governance) the corporate governance structure of the new combination. Left part of the show the main body and core of the company internal governance, including the chairman and CEO/CFO, independent directors, audit committee, remuneration committee, and internal audit is internal governance body, and the risk management and internal control is the core of internal governance. The traditional corporate governance focuses on the relationship of each part in the governance structure and governance of checks and balances and target, but did not reveal the key of the corporate governance, risk management and control. In fact, each subject, both for-profit and nonprofit, or government agencies, its purpose is to provide value forshareholdersAll subjects faced with uncertainty, the uncertainty hidden damage to the value or increase, both risks is represented at the chance. Enterprise risk management and internal control the management authorities to effectively deal with uncertainty and associated risk and opportunity, thus improve the body's ability to create value. At the same time, risk management and internal control in a joint as a Corporate governance (Corporate governance) core at the same time, and through the strategic risk management and internal control on the strategic process for effective supervision Over - sight to reach the company's management (Business governance), effective use of resources, create value. In the new concept of corporate governance, risk management and internal control is the management performance of entrusted economic responsibility and the effective use of resources to create value, risk management and internal control have become the key and core problems of corporate governance.译文公司内部治理与内部审计作者:格拉姆林;玛勒塔摘要近年来一系列公司治理失败案件引发了人们对公司治理的重新审视,社会团体都呼吁增强公司内部治理, 公司治理呈现出内部化的趋势。
企业风险管理、内部审计质量与企业绩效外文文献翻译
文献信息:文献标题:The Impact of Enterprise Risk Management, Strategic Agility, and Quality of Internal Audit Function on Firm Performance(企业风险管理、战略灵活性、内部审计质量对企业绩效的影响)国外作者:Ai Ping Teoh, Kaih Yeang Lee, Rajendran Muthuveloo文献出处:《International Review of Management and Marketing》,2017, 7(1),222-229字数统计:英文2848单词,16137字符;中文5594汉字外文文献:The Impact of Enterprise Risk Management, Strategic Agility, and Quality of Internal Audit Function on Firm PerformanceAbstract This paper examines the relationship of enterprise risk management (ERM) implementation to firm performance, the mediating role of strategic agility and moderating role of quality of internal audit function (QIAF) in this relationship among Malaysian public listed companies (PLCs). ERM implementation was conceptualized with the elements in COSO (2004) ERM integrated framework, and firm performance was measured by financial and non-financial indicators. A total of 137 responses were obtained through questionnaire from PLCs in main market of Bursa Malaysia. The empirical findings of the study suggest that ERM implementation has a significant relationship to firm performance and strategic agility significantly mediate the relationship. However, QIAF does not significantly moderate the relationship between ERM implementation and firm performance. Low response rate presents a challenge to generalize the content to all PLCs in Malaysia. Due to time and cost constraints this study did not acquire any secondary data and interviews which may provide further in-depth findings related to the research. In thisstudy ERM framework as an integrative risk management has been recognized as the contributor to the firm performance of sample companies. PLCs, securities commission and institute of internal auditors Malaysia will benefit from the findings of this study.Keywords: Enterprise Risk Management, Strategic Agility, Internal Audit Function, Firm Performance, Malaysia1.INTRODUCTIONPublic listed companies (PLCs) listed in Bursa Malaysia play a significant role in Malaysia economy. World Bank reported market capitalization of listed companies in Malaysia towards the percentage of Malaysia gross domestic product (GDP) was 156.66 in year 2012 and value at USD 476.34 billion. The contribution of the PLCs to Malaysia’s econom y may be deteriorated due to globalization which exposed PLCs to many challenges. Companies are struggling in maintaining the profits that enjoyed in the past due to economic turndown and market uncertainties. Asian financial crisis in 1997 caused many companies to experience deteriorated business performance and sustainability crisis. Bank Negara reported a sharp decline in GDP from 43.5% in year 1997 to only 28.1% in year 1998. In year 2007, Malaysia economy once again impacted by global financial crisis due to housing bubble in United States. The KLSE has declined by 9.38% from the period of June 2008 to June 2009. During the economy downturn, series of scandals occurred in the Malaysia business arena such as Perwaja Steel Sdn Bhd, Technology Resources Industries Berhad, Sime Darby Group, and Bank Islam. The latest development of public listed firm’s failure is Malaysia Airline System Bhd (MAS). MAS is the leading national airline in Malaysia, operated with 160 aircrafts and provides service to 60 destinations worldwide across six continents. MAS has been hampered by times of unprofitable period such as Asian financial crisis in 1997, year 2005 and year 2011 due to failure in mitigating the risk of rising fuel costs, mismanagement and unprofitable routes. In year 2014, MAS bas been impacted seriously by two aviation accidents where Flight MH370 disappeared in an unknown incident and MH 17 crashed in Ukraine. MAS reported a loss of RM750.4M for the first 6 months of 2014.The above examples has proven that failure in risk management is one of the main reasons for the collapse of PLCs in Malaysia and this supported by academic research. In recent year, the trend in corporate governance has evolved to the development of an integrated, enterprise-wide approach in assessing the risks that possibly to impact a firm’s ability to achieve its corporate objectives and to develop system and programs to address those risks. This trending has caused the traditional risk management to be replaced by an enterprise-wide view of risk rapidly as Board of Directors (BODs) and top management of the firm have begun to focus on the enterprise risk management (ERM) function. Many researchers have widely recognize the importance or benefits of ERM in managing the portfolio of risks that face by the firms nowadays (Liebenberg and Hoyt, 2003; Aabo and Skimkins, 2005; Nocco and Stulz, 2006).MCCG 2012 recommended BODs to form an internal audit function that right reported to the audit committee and the compliance of this recommendation will be presented in the firm’s annual report. The code stated clearly, any non-observance of a recommendation the firm hold the responsibilities to give details on it. The importance of the part played by internal audit function is increasing and weighted over the years. Internal audit function plays an expected and independent role within an ERM governance model as it providing objective assurance and consulting role in evaluating and reviewing the ERM implementation in the firm.In fact, in today dynamic and fast-paced business environment, strategic agility plays a vital role in firm performance. Strategic agility is the ability to continuously adjust and sensitive the business environment. Companies need to be able to turning fast and transform without losing any momentum to sustain in the business world. Companies are required to taking advantage of the changes and distribution in the business environment. Strategic agility is the fast strategy game where innovation and continuous development of new capabilities as the competitive advantage (Doz, 2014). Strategic agility helps the firm to adapt accordingly from the risk that identified through ERM implementation and this directly help to improve the firm performance.This study intends to examine the relationship between ERM implementation and firm performance of the PLCs on main market of Bursa in Malaysia. In addition, this study also investigates the mediating effect of strategic agility and moderating effect of quality of internal audit function (QIAF) between ERM implementation to firm performance.2.LITERATURE REVIEW2.1.Theoretical BackgroundBased on resource based view, competitive advantages were sustained through inimitable bundle of resources from the fundamental of the company based on the resource-based perspective (Conner and Prahalad, 1996). Resources was perceived broadly as “anything that can be understood as a strength of a weakness”of the firm. Dynamic capabilities will be discuss where it sees as the key for a firm on competitive advantage. Teece et al. (1997) defines capacity as the competence to adapt to the fluctuating of business environment. ERM can play a role in a resource-based view because of its framework, governance structure, standards and process that can be used to integrate, improve and help significant intra and inter-firm knowledge management. Agency theory is a contract relationship where one party (the principal, e.g. the shareholders) engage with other party (the agent, e.g. the BODs) to perform the task on their behalf with the delegation of authorization decision making (Jensen and Smith, 1984). ERM is related to the agency theory. Following the guidelines from Committee of Sponsoring Organizations of the Treadway Commission (COSO, 2004), top management’s commitment are required for ERM implementation because they responsible to create and enhance the shareholders’value.2.2.ERMCOSO (2004) defined ERM as “a process, affected by an entity’s BODs, management and other personnel, applied in strategy setting and across the enterprise, designed to identify potential events that may affect the entity, and manage risk to be within its risk appetite, to provide reasonable assurance regarding the achievement ofentity objectives.”Besides that, Asian Risk Management Institute explain ERM as “a disciplined and cohesive approach to risk that support the configuration of strategy, process, people, and technology, and allow firms to categorize, rank, and effectively accomplish their serious risks.”ERM compromised three-dimensions with eight components (internal environment, objective setting, event identification, risk assessment, risk response, control activities, information and communication, and monitoring), four different objectives that were strategic, operations, reporting and compliance and the third-dimension with entity’s units.Hoyt and Liebenberg (2011) found implementation of the ERM had a positive value towards the firm value. Significant relationship was found between the level of ERM implementation and the firm’s value (Waweru and Kisaka, 2013). Waweru and Kisaka (2013) verified ERM implementation has a significant effect towards the value of 22 companies that listed on the Nairobi stock exchange with Tobin’s Q measurement. Besides that, Jalal-Karim (2013) explained leveraging on ERM will help to boost up the competitive business advantages in Bahrain. Additional to that, the ERM also proven help in supply chains from the survey on 207 organizations (Arnold et al., 2012). Therefore, this study proposes the following hypothesis: H1: ERM Implementation has a significance relationship with firm performance.2.3.Strategic AgilityDoz and Kosonen (2008) defined agility as the capacity to constant adjust and familiarize decisions to the changing event of the external environment and thus nurture value creation. The concept of “agility”was origin from manufacturing sector and slowly applied to others field. Zhang and Sharifi (2000) explained agile manufacturing consists of agility drives, strategic abilities, agility provider and agility capabilities. These explained the relationship of responsiveness, competency, flexibility and speed. Doz and Kosones (2008) explained a combination of three major meta- capabilities resulted strategic agility. The meta-capabilities consists of strategic sensitivity, leadership unity and resource fluidity.Ofoegbu and Akanbi (2012) reported strategic agility have a positive impact onthe performance of manufacturing companies that measured by collect commitment, resource fluidity and strategic sensitivity. The data collected from 210 and sample of two manufacturing firms in Oyo, Nigeria. The findings from Yang and Liu (2012) also prove that firm’s agility is a critical source of competitive strategy on firm performance from 250 companies in Taiwan’s glass industry.Arnold et al. (2011) suggested ERM supported organizational agility to conforming new governing control in uncertainty environment. The authors suggested by implementing ERM, it helps the firm to increased strategic foresight and systemic insight in unpredictable environment. Supported with Wieland and Wallenburg (2012) that risk management is significance for firm agility and agility directly important in improving firm performance. Dynamic capabilities, an extension of resource based view theory explained capabilities as the key to adapt to uncertainty environment. Thus, this study proposes the second hypothesis as below:H2: Strategic agility mediates relationship between ERM implementation and firm performance.2.4.QIAFInternal auditing as an independent, objective assurance and consulting activity designed to add value and improve an organization’s operations. It helps an organization accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes. Quality assurance and improvement program is necessary to ensure regular quality in audit function and assurance on the internal audit function is in conformance with the definition of internal auditing, international standards for the professional practice of internal auditing (standards), and the code of ethics. Academic researchers defined IAF quality as the gathering of characteristics such as internal auditors’competence, educational level and certification, their hiring, reporting and termination relationship, and the quality of their work result that measure through capability of audit programs and range of work performance (Johl et al. 2013).Internal auditing is adding value to the firm by ensuring the effective risk, controland governance in place. This supported by Khlif and Samaha’s (2014) research on Egyptian stock exchange. The authors found IAF quality represents a key determinants of timely disclosure which significantly reduce the delay of audit report. Johl et al. (2013) shows IAF quality has a negative relationship with abnormal accruals in the financial reporting. Accuracy of reporting play a vital role in firm’s value because it portrait the firm’s financial performance and to increase confidence of shareholder towards the firm. Contradictory finding on the effect of ERM implementation to firm performance (Pagach and Warr, 2007) and thus prompted consideration of factors that may be contingent to this relationship. This raised the following hypothesis.H3: QIAF moderates the relationship between ERM implementation and firm performance.3.RESEARCH METHODOLOGYThis study is to understand the impact of the ERM implementation to the firm performance. Besides that, this study try to examine the mediating effect of strategy agility and moderator effect of QIAF between ERM implementation and firm performance. This study will constructed and proposed based on the resource-based view of the firm and COSO ERM Integrated framework.3.1.Sample and DataThe target population of this study was 780 companies listed on the main board of Bursa Malaysia in August, 2014. Various types of industries listed in the main market that include consumer product, industrial product, construction, hotels, plantation, properties, technology, trading and services, infrastructure project and closed-fund. Website of Bursa Malaysia provided all the information of PLCs in Malaysia. Sample size of 30-500 will be a recommendation for acceptable and effective data collection (Sekaran and Bougie, 2010). This statement align with Hair et al. (2013) suggested that the sample size should be between 100 and 400.3.2.Measurement InstrumentThe survey instrument is based on constructs validated in prior research,standardized and revised to the context in this study. Questions were consists of ERM, QIAF, strategic agility and firm performance for accurate analyzing results. Mail questionnaire will be used to obtain data from the companies listed on main market in Bursa Malaysia except finance industry. The hard copies will sent to all targeted firms throughout Malaysia via POS Malaysia. The survey instrument is based on constructs validated in prior research, standardized and revised to the context in this study. The use of 5-point Likert scale or 7-point Likert scale or others will not show any difference in improving the reliability of the ratings as per Sekaran (2010) as quoted from Elmore and Beggs (1975).3.3.Data AnalysisThe data will be analyzed with structural equation modeling (SEM) approach and partial least square (PLS) algorithm and bootstrapping in SmartPLS software to determine the variables relationship. PLS is the second generation multivariate technique which can be used as measurement model and structural model with minimizing error variance. Besides that, data analysis will test the goodness of data in terms of validity and reliability (assessment of measurement model), and hypotheses testing (assessment of structural model). Researcher think through two broad types of measurement specification; reflective and formative measurement models. In this study, reflective measurement model will be used with all the items in ERM dimension are affected by the same construct. Each items are highly correlated and the ERM dimension will not change with a removal of one indicator due to its underlying nature.The model will be used to investigate the relationship between variables and their corresponding indicators. Measurement model included individual item’s reliability, internal consistency and discriminant validity (Barclay et al., 1995). Nunnally (1978) verified composite reliability (CR) be used to assess the reliability of reflective scales with all factor loadings are recommended to exceed 0.7. Besides that, for exploratory study, the average variance extracted (A VE) has to be above 0.5 threshold to indicate adequate convergent validity (Fornell and Larcker, 1981). To access the discriminant validity, all reflective inter-construct correlations and root square of A VE has to becompared. Lastly, all the square roots of A VE should be larger than off-diagonal elements in the same column and row.4.DISCUSSION AND CONCLUSIONSERM is the critical intangible resources of the firm due to its value and difficult to imitate will helps the firm to obtain competitive advantage in the long run. Strategic agility is the capabilities of the firm to adapt to changing environment quickly. In this study, strategic agility justified as the mediator from dynamic capabilities theory perspective where capabilities to adapt to uncertainty is a key to obtain competitive advantage other than those critical resources. Based on agency theory, this study found QIAF does not have any significant effect to the relationship of ERM implementation and firm performance. Lastly, this study contributed to the literature by using PLS as the analytical tool where the combination of reflective and formative measurement models. The ERM implementation been examined through its eight-dimensions with reflective second order model.In term of practical contribution, this study showed the value of ERM in managing with the dynamic business environment within the various internal and external uncertainties translated by the significant improvement in the firm performance. This study confirm on a reasonable extent, that ERM capable to mitigate the risk and increase the opportunities in business environment while the competiveness of the firm sustain and maximize the shareholders’ value. In addition, the findings on dynamic capabilities theory on strategic agility function as mediating effect serve as important points for the firm the importance of maintain agile in nowadays environment.Low response rate presents a challenge to generalize the content to all PLCs in Malaysia. In addition, due to time and cost constraints this study did not acquire any secondary data and interviews which may provide further in-depth findings related to the research. Future studies on similar topic may adopt other ERM model such as IS0 31000 components, Australia and New Zealand risk management framework and RIMS risk maturity model for ERM to have a different perspective in conceptualizingthe ERM implementation. Future studies should explore the other two-dimensions of ERM COSO (2004) which are four objective setting and its organizational units on the metrics.中文译文:企业风险管理、战略灵活性、内部审计质量对企业绩效的影响摘要基于马来西亚上市公司的数据,本文检验了实施企业风险管理(ERM)和企业绩效之间的关系,并且审查了在这种关系中战略灵活性的中介作用和内部审计职能质量(QIAF)的缓和作用。
审计外文文献翻译
AUDIT MARKET FAILUREBenedikt KoehlerThe auditing profession has called for the current regime of unlimited liability to be replaced with liability caps. The Department of Trade and Industry has tabled proposals to reform the structure of the market for audit services. These proposals fall short of meeting the demand for liability limitation but modify he current regime inasmuch as auditor liability, though uncapped, would be proportional to the damage caused by audit failure. This step is unlikely to reme dy audit market failure. This article argues the distortion of market ncentives in audit markets can be traced to government intervention and the re me dy lies in re placing government interve ntion with c ompetition.IntroductionProponents of audit lia bility reform argue that the c urre nt weight of obligations is untena ble. A re gime of unlimited lia bility, coupled with the doctrine of joint and se veral liability, implies that every c orporate insolvenc y can trigge r litiga tion by plaintiffs arguing tha t auditors are c ulpa ble for not spotting trouble in time. Worse, auditors can not only be he ld to acc ount by a compa ny’s mana ge me nt, but by third parties as well. Auditors feel tha t providing an a udit opinion in effect is ta nta mount to underwriting the solve ncy of their clients.The Ge neral Acc ounting Office (GAO) finds in a surve y of c orporate failures that auditors had qualified their opinion in only half of all cases. Therein lies the crux. Auditors attest whether a compa ny’s accounts are dra wn up in accordance with auditing standards. That is not the same thing as to vouc h for a company’s solve ncy. Auditors argue it is wrong to confla te audit failure and c orporate failure.In 1992 the Big Six US a uditors state d that without c hec ks to third-party litigation, it would only be a question of time until their number dwindled (Arthur Ande rsen et al., 1992). US le gisla tion passe d in 1995 se t hurdles for filing claims a nd for a while seeme d to ste m the tide of litigation. Yet the de mise of Arthur Andersen ga ve urge ncy to thecalls for a udit market reform. Auditors a ver that insolve ncies are a fact of life and the next major corporate c olla pse is like ly to start a nother round of musical c hairs in the audit sector. Another reduction in the number of auditors with global reach would contra vene the public interest in sta ble fina ncial markets.Not e veryone is c onvince d of the nee d to cap a uditor lia bility. EU Commissioner Frits Bolkestein, for exa mple, has little sympa thy for the auditing profession’s pleas. First, users of fina ncial accounts are reassure d by knowing a uditors back their attest with unlimited lia bility. Unlimited lia bility concentrates the mind. Sec ondly, argues Bolkeste in, the threat to a udit market struc ture is entirely self-inflicte d. Auditors pursue d a strategy of global growth by leve raging the re putation earne d in na tional marke ts. They could hardly c omplain that the threat of conta gion from partic ular markets might affect the entire operation. Bolkestein is but one of those who belie ve that cappin g claims against auditors is a cure worse tha n the disease (Bolkestein, 2003). Bolkestein ta bles two issues: one is market structure, the other is unlimited third-party lia bility.Market structureIn almost e very country, the Big Four a uditors enjoy a virtual monopoly in a uditing the large compa ny sector. The ga p separa ting the Big Four and the vast majority of a udit service providers is enormous. The auditing sector is marke d by a stark c ontrast betwee n four globa l firms accounting for the bulk of ind ustry re venue, and small firms with up to four pa rtners accounting for the bulk of industry numbers. The ga p see ms unbridgea ble. The question of ideal c ompany size in a uditing, and why there is little migra tion betwee n segments, is unse ttle d. George Stigler (1958) suggeste d segme nting a n industry into layers of compa nies of similar size and c omparing the ir returns on ca pital. Over time, firms will gravitate towards a size that maximises returns. Stigler’s ana lytical tools do not expla in the peculiar structure of the audit sector.We cannot be sure whether, in the audit sector, firm size can be divided into a continuous or ste pped c ontinuum. The firm-size dic hotomy in a uditing raises the question of whether la rge a nd sma ll firms are in the sa me market at all.Within the large-firm segme nt, howeve r, Ge orge Stigler’s forecast that compa nies gra vitate towa rds ideal c ompany size holds true. Sulliva n (2002) e xa mines the pricingstructure of the Big Eight firms before and after mergers a nd discovers price declines for large clie nts. Ba nker et al. (2003) find ta ngible productivity ga ins after audit firm mergers. At one end of the audit market spectrum, scale economies are real.Some proffer the working hypothesis that a uditing’s unlimite d lia bility re gime deters market e ntry. Thus, ending unlimite d lia bility would foster c onditions allowing smaller firms to scale-up opera tions. Once auditor lia bility is ca ppe d, according to this line of thinking, smaller firms would c ompete aga inst industry leaders a nd in due course break up the incumbe nt oligopoly.The Office of Fair Trading (2004) e xa mines this question and does not find the argument compelling. A c onnection betwee n audit lia bility re gimes and market struc ture is in a ny eve nt e mpirica lly unsubsta ntiate d. Three c ountries with ca ps on a uditor lia bility (Austria, Germa ny a nd Greece) are not known to ha ve conspicuously higher inte nsity of audit market c ompe tition for big clie nts. If the searc h for mea ns to improve audit markets has bee n unsuccessful, perha ps it would ma ke sense to look else where for polic y solutions. Argua bly, the proble ms of the a udit sector areinduced by government intervention.Unlimited third-party liabilityGovernments ha ve interve ned in a udit liability re gimes for over 150 years. The English Joint Stoc k Companies Act (1844) is the first insta nce of ma ndatory audit provision in legislation. The re mit of publicly ma ndated a udits in the UK a udits was exte nde d to banks in 1879 and to limite d liability c ompanies in 1900. In the Unite d States indepe ndent audits were voluntary until the 1934 Securities Exc ha nge Ac t. At that point auditors acquire d the function of ‘public wa tchdogs’.Before the 1934 Sec urities Exc hange Act (SEC Act) a uditors were only lia ble to the principals who hire d them. Third-party lia bility claims did not succee d in court. US Supre me Court Judge Benja min Cardozo, in his ruling in Ultra mares (1931), ring- fenced a uditors from ‘a lia bility in an indeterminate a mount for an indetermina te time to a n inde terminate class. The hazards of a business c onducte d on these terms are so extre me as to enkindle doubt whether a fla w ma y not exist in the implicating of a dutythat e xposes to these c onse quences.’The 1934 SEC Act did not hee dCardozo’s warning. The imposition of audits by public man date opene d the floodgates to the flow of third-party litigation that Ca rdoz o sought to seal off.The SEC Ac t ma de a uditors the target of lia bility claims file d by plaintiffs who read an a udit opinion as a seal of good house keeping. The tide of claims a nd se ttle me nts rose for severa l deca des and hit its high-wa ter mark by the 1990s. In the USA the 1995 Private Sec urities Litigation Reform Ac t curtaile d the scope for third-party la wsuits and brought a measure of re lief to the profession. Since then the twin corporate a nd a udit failures of Enron a nd Arthur Anderse n have once more brought the issue of audit market structure a nd lia bility to the fore. Authorities are looking for wa ys to improve market structure a nd entry c onditions. The following c omments sugge st as a re medy for the dysfunctional a udit market to re in bac k the re mit of government interve ntion.Market failure or regulatory failure?The 1934 SEC Ac t mandate d audits in the public interest. This ste p broade ne d the range of a uditors’contractual obligations. The SEC Ac t did not define what these liabilities were and it was left to the courts to interpret the m. The adde d lia bility to third parties c ha nge d the incentives of a udit market actors. Auditors are liable to the c ompany that hire d the m, and to third parties tha t did not. Companies pa y auditors, third parties do not. The impact of third-party litigation risk on a udit service pricing is not tra nsparent. Third-party litiga tion risk can be reflecte d in audit service contracts in three possiblewa ys. The first is that third-party litigation risk is priced into a udit c ontracts a nd compa nies foot the bill for free- riding parties. That mea ns compa nies overpa y. The second is that third-party litigation risk is not priced into a udit service c ontracts: in tha t case, auditors are underpaid. The third possibility is that c ompanies perceive auditor accounta bility to third-party liabilities as a be nefit to the mselves a nd are pre pared to reward this service. Researc h suggests this is the case. If so, this ha s some bearing on the issue of audit market reform. Companies in Spain, for e xa mple, report they c hoose a large a udit firm in the e xpectation that this will improve their cre dibility with business partners a broa d (Moizer et al., 2004). Another study rela te s the effect of a udit marketreform in Ca na da, where in 1994 le gislation ga ve certain large private compa nies a n exe mption from ma ndatory audits. Subseque ntly, a bout a quarter of all eligiblecompa nies re duced the e xte nt of audit services. Those that c onti nue d audit services at pre-reform le vels stated tha t the ir motivation was to maintain cre dibility with outside parties (Rennie et a l., 2001). Clearly, auditor third-party accounta bility is a ke ybenefit to c ompa nies.This finding has some bearing on reforms of audit regula tion. Compa nies that do not provide the information investors e xpect ha ve diffic ulty attracting investment. Over time, a company’s c os t of capital will signal whether the le vel of disclosure is right. The Ca na dia n experie nce shows c o mpanies choose the level of inde pende nt a udits that suit their nee ds. If compa nies are prepare d to hire auditors voluntarily, governments nee d not compe l the m.An objec tion a gainst a switch from ma ndatory to voluntary re porting might be tha t this would not make a differe nce. If private and public incentives overla p, outcomes in the market would be ide ntical. This objection overlooks tha t dropping government-ma nda ted a udits would allow flexibility in two respects. Both the le vel a nd the form of audit services could vary. Where re gulation dete rmines the level of a udit services, these ma y be overprovide d or underprovide d. An exa mple of each possibility follows.In Florida, regulation precludes some municipalities from putting their a udit contracts out to te nder. Re gulators wa nt municipalities to pic k their a uditor solely on quality. Restricte d and unrestric ted a udit markets in Florida allow c omparison of the effect on marke t outc omes. Munic ipa lities with bidding restrictions te nd to pa y more for audit services and to win more a wards for high standards of financ ial disclosure(Hac ke nbrac k et al., 2000). One might suspect that this is a case of gold plating. A case underprovision of audit services, on the other ha nd, beca me appare nt inGerma ny whe n corporations won the right to switc h from domestic to US acc ounting rules. DaimlerBe nz ava ile d itself of this opportunity. Eve n though itsrestated acc ounts showe d a loss rather tha n a profit,the compa ny’s post-restate me nt share price went up. This investor reaction is c onsiste nt with theexpectat ion that ca pital markets re wa rdincrease dtra nsparenc y (Le uz and Verrecchia, 2000; Myddelton, 2004).More over, imposing uniform accounting sta nda rds diminishes scope for the audit sector to develop varia nt disclosure for ms. Re gulatory competition in corporate governa nce is trie d a ndteste d in US fina ncial markets. An e xa mple is the highly sophisticate d fra me work for corpora tegovernance in the USA regarding domicile ofinc orporation. US c orporations are free to c hoose the ir domicile and over time realised that pic king the right location for incorporation gives an e dgein raising capital. Market discipline, rather tha n governme nt directives, creates incentives for choosing whe re to inc orporate. Similarly, giving compa nies an option to express a prefere nce for alternative accounting sta ndards would allow marke t forces to determine optima l reporting regimes (Sunder, 2002).The De partme nt of Trade a nd Industry’s proposa ls will not affec t the top-hea vy structure of the audit market. A more effective way to increase c ompe tition in a udit markets would be to re lease companies and auditors from the require me nt to c omply with guidelines impose d by governme nt. This step would e nd the distortion of ince ntives and re lease pote ntia l to ne gotiate a udit c ontracts that meet the re quire me nts ofcompa nies, a uditors a nd third parties.ReferencesArthur Anderse n, Coopers & Lybra nd, Deloitte Touc he, Ernst& Young, KPMG Peat Marwic k a nd Price Wa terhouse(1992) ‘The Lia bility Crisis in the Unite d Stat es: Impact on the Acc ounting Profession’, re printe d in Journa l of Acc ountanc y, 174, 19–23.Ba nker, R., H. Chang a nd R. Cunningham (2003) ‘The Public Accounting Industry Production Function’, Journal ofAccounting a nd Economics, 35, 255–281.Bolkestein, F. (2003) ‘Auditor Liability. An EU Perspective’,Address toBeac hcroft Wa nsborough Confere nce,24 Ma rch.Hac kenbrac k, K., K. Jense n and J. Pa yne (2000) ‘The Effect of a Bi dding Restriction on the Audit Services Market’,Journal of Acc ounting Research, 38, 355–374.Leuz, C. a nd R. Ve rrecchia (2000) ‘The Ec onomic Conse que nces of Increased Disclosure’, Journal of Accounting Researc h, 38, 91–136.Moizer, P., M. Bena u, C. Humphrey a nd A. Martinez (2004)‘The Corporate Ima ge of Auditors in a De veloping Audit Market wit hin the EU: The Ca se of Spa in’, Europea nAcc ounting Revie w, 13, 561–582.Myddelton, D. R. (2004) Unshac kling Accounta nts, London:Institute of Economic Affairs.Office of Fair Trading (2004) An Assessment of the Implications for Competition of a Ca p on Audito rs’ Lia bility (OFT 741),London: OFT.Re nnie, M., D. Senkow, R. Re nnie and J. Wa ng (2001) ‘The Audit Rete ntion Decision in the Face of Dere gulation: Evide nce from Large Private Ca nadian Corporations’,Auditing: A Journal of Practice and The ory, 20, 101–113.S tigler, G. (1958) ‘The Ec onomies of Scale’, Journal of La w andEc onomics, 1, 54 –71Sulliva n, M. (2002) ‘The Effect of the Big Eight Accounting Firm Mergers on the Market for Audit Services’, Journal of La w a nd Ec onomics, 45, 375–399.Sunder, S. (2002) ‘Re gulatory Compe tition a mong Acc ounting Sta ndards within and across InternationalBoundaries’, Journa l of Acc ounting and Public Polic y,21,219–234Benedikt Koehler works at the Fina ncial ServicesAuthority. This article is writte n in a personal ca pacity(bene***********************).。
内部审计外文文献翻译
外文文献及原稿原稿IntroductionInt ernal a ud it ef fe ctive n e s s, t h e ext e nt t o whic h an inte r nal a udit offic e me e ts i ts ra ison d'êt re, i s a r guably a result o f the i n t e rpla y a mong four fa c tors: in t erna l audi tq uali t y; management support; or gani z at i onal sett i ng; and attributes of the audi t or.An i nt ern al audit func t ion's capabil i ty to provi de us eful a udi t findi ngs and re commendations w oul d help ra isemanagement'sintere s ti n it s re c omm e ndation s.T he m a na gementsupportw i thresourcesandc om mi t me nt to i mplement t heinternal a udi t reco m me nd ationsi s essenti a l in attainingaudit e ffec t ive ne s s.A l s o,the o rganizati o nals et ting i n w hi c h i ntern a laudit ope rat e s,i.e.t he or ga nizatio na ls t at us ofth eof fi ce,i t si nt erna lor ganizatio n andthepoli c ie s andpr oc edure s applyi ng t o eachaudi t o r, sho ul d enable smooth audi t s t ha t l ea d to reaching us e f ul a udi tfindings.Furth e r,thecapab i li t y,at t itudesandl e velofcoopera t ionoftheaudi t or i mpacton t heeffec t ive ne ss ofaud i ts.T herefore, internal audit ef fe ct i veness s houl d be vie w e d as a dynamicprocessthat is c ontinuously s ha ped by t h e interac t ions among t he fo ur factors me ntionedabove.Thi s s t udy e xami n ed,u singcasestudyan a lysis,t heint e rnala udi ts e rvic eof ala rgepublicsectororganization.Thepaperisstructuredasfollows.Thenextsectionpresents a review of the related literature; introduces a model for analyzingauditeffectiveness; and provides the research question. The third section presentstheresearch methodology; fourth section provides empirical analysis based on acasestudy; and fifth section presents a summary of the findings. The paperthensummarizes the conclusions, noting limitations of the study and suggesting avenuesfor futureresearch. InternalauditeffectivenessThe Instituteof Internal Auditors (IIA, 1999a) defined internal auditing as:an independent, objective assurance and consulting activity designed to add valueandimprove an organization's operations. It helps an organization accomplish itsobjectives by bringing a systematic, disciplined approach to evaluate and improvetheeffectiveness of risk management, control, and governanceprocesses.This definition signifies that internal audit has undergone a paradigmshift froman emphasis on accountability about the past to improving future outcomes tohelpauditors operate more effectively and efficiently (Nagy and Canker, 2002; Stern,1994;Goodwin, 2004). Since, the definition equally serves both the private and thepublicsectors (Goodwin, 2004), it is used in this study as a basis to analyze publicsectorinternal auditeffectiveness.Internal audit is effective if it meets the intended outcome it is supposed tobringabout.Sawyer(1995)states,“…internalauditor'sjobisnotdoneuntildefectsarecorrecte d and remain corrected.”Van Hansberger (2005) explains that internalauditeffectiveness in the public sector should be evaluated by the extent to whichitcontributes to the demonstration of effective and efficient service delivery, asthisdrives the demand for improved internal audit services. Based on the results ofaconsultative forum that focused on improving public sector internal audit [1],VanHansberger (2005) identified perceptionsandownership; organizationandgovernance framework; legislation; improved professionalism; conceptualframework;and also resources as factors influencing internal audit effectiveness.Effectiveinternal audit undertakes an independent evaluation of financial andoperatinginformation and of systems and procedures, to provide useful recommendationsfor improvements asnecessary.The effectiveness of internal audit greatly contributes to the effectiveness ofeachauditor in particular andthe organization at large (Dittenhofer, 2001).Dittenhofer(2001) has also observed that if internal audit quality is maintained, it will contributeto the appropriateness of procedures and operations of the auditor, and therebyinternal audit contributes to effectiveness of the auditor and the organization asawhole. Using agency theory, Dingdong (1997) explained the role that internalauditplays in an economy and points out that internal audit has an advantage over externalauditin obtaining information quickly and finding problems at an earlier stage; and Sparkman (1997), applying the theory of transaction cost economics, demonstratedhow internal audit recommendations are important to the management ofgovernmentorganizations.Priorliteraturerelatingtointernalauditeffectivenesshaseitherfocusedontheinternal audit's ability to plan, execute and objectively communicate usefulfindings(Dingdong, 1997 Sparkman, 1997;Dittenhofer, 2001); or taken a broader viewandincluded factors that transcend the boundary of a single organization (VanHansberger,2005). This paper attempts to introduce a new perspective for evaluation of internalaudit effectiveness by identifying factors within an organization that impact onauditeffectiveness. A model, which assumes that there is a common interest to achieveorganizational goals for auditor management, top management and internal audit,isused for analysis of this case study. Since, audit effectiveness fosters theachievementof a common goal; there would be a natural incentive in an organization to improveit.The model considers four potential factors –internal audit quality,managementsupport, organizational setting, and auditor attributes to explain audit effectiveness,and shows how the interaction of these factors improves audit effectiveness.Internal audit quality, which is determined by the internal audit department'scapability to provide useful findings and recommendations, is central toauditeffectiveness. Internal audit has to prove that it is of value to the organization and earna reputation in the organization (Sawyer, 1995). Internal audit has to evaluateitsperformance and continually improve its service .audit quality is a function ofthelevelofstaffexpertise,thescopeofservicesprovidedandtheextenttowhichaudits areprope rlyplanned,executedandcommunicated.Audit findings and recommendations would not serve much purposeunlessmanagement is committed to implement them. Adams (1994) used agency theorytoexplain that it is in the interest of management to maintain a strong internalauditdepartment. Implementation of audit recommendations is highly relevant toauditeffectiveness (Van Hansberger, 2005) and the management of an organization isviewed as the customer receiving internal audit services. As a result,management'scommitment to useaudit recommendations and its support in strengthening internalauditis vital to audit effectiveness (Sawyer,1995).Organizational setting refers to the organizational profile, internal organizationand budgetary status of the internal audit office; and also the organizationalpoliciesand procedures that guide operation of auditors. It provides the context inwhichinternal audit operates. Thus, organizational setting can exert influence on the levelofeffectiveness that internal audit could achieve. The auditor attributes relate tothecapability of the auditor to meet its intended objectives. Auditor attributeswithimplications on audit effectiveness include the auditors' proficiency to efficientlyandeffectively meet organizational sub-goals; their attitude towards internal audit; andthelevel of cooperation provided to the auditor .Since, the four factors discussed aboveare intricately linked, audit effectiveness is a dynamic process that results fromtheeffect of each factor and the interplay among all. audit quality andmanagementsupport strongly affects audit effectiveness. Better audit effectiveness, in turn, hasapositivebearingonthesetwofactors.Ifinternalaudit enhancesqualitytotheextent itelicits management's interest, management support would be a natural quid proquobecause the management would realize the contribution of internal audit totheachievement of organizational goals. This would positively reflecton auditqualityand enhance audit effectiveness. The management's commitment to implementauditrecommendations improves the operation of the auditor, as a result of whichtheauditor attributes would improve to the benefit of audit effectiveness.Further,management retains the authority to improve the organizational setting andinfluencethe auditor towards a positive effect on audit effectiveness, whichin turn,benefitsauditquality.ConcludingcommentsThis study investigated the internal audit service of a large public sectorhighereducational institution, to identify factors influencing internal audit effectiveness,using a model developed for the analysis. The model consisted of fourinterrelatedfactors: internal audit quality; management support; the organizational setting;andattributes of theauditors.The findings of the study reveal that the internal audit office of theorganizationstudied needs to enhance the technical proficiency of the internal audit staffandminimizestaff turnover so as to foster audit effectiveness. The organizational statusand internal organization of the internal audit office are fairly rated, butinternalaudit'slackofauthorityonbudgetsreducesitscontrolofresourceacquisitionandutil ization.The scope of internal audit services is limited to regular activities. Extendingthescopeofservicesbywideningtherangeofsystemsandactivitiesaudited,withappropr iateriskanalysis,wouldimprove auditeffectiveness. Management'scommitment in providing greater attention to internalaudit recommendations andstaffingtheofficewithwell-qualifiedemployeesdeservesattentioninthisstudy.Theinternalauditors,undertheimpressionthat theirreportsarenotsufficientlyutilizedbythe management, may not be encouraged to exert the maximum possible effort in their engagements. In addition, the lack of attention by management may send awrongsignal about the importance of internal audit services to the audited, which in turnadversely affects the auditedattributes.The study has shown that internal audit of the organization studiedneedsimprovement in the areas of audit planning, documentation of audit work,auditcommunications and follow-up of recommendations. Audit effectiveness couldbeenhanced by ensuring consistency in documenting audit work to enableimprovedreview of audit work; proper follow-up of the status of audit findingsandrecommendations; increased distribution of audit reports; and further improvementinthe quality ofreporting.The limitation of this study is readily apparent. As in all case studies,thegeneralisabilityof the findings and the conclusions drawn is limited, althoughthestudy does provide evidence of the problems internal auditors face in providinganeffective service to management. Further, research could be welcome tofullyunderstand the level of internal audit effectiveness in the Ethiopian public sectorvis-à-vis its private sector, with a view to highlighting differences, if any,andconclusively defining the variables affecting internal audit effectiveness inEthiopia.译文简介内部审计的有效性,在何种程度上满足了内部审计处其存在的理由,可以说是一个四因素之间的相互作用的结果:内部审计质量,管理支持,组织设臵,以及受审核方属性。
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中英文对照外文翻译文献(文档含英文原文和中文翻译)原文:Internal auditing's role in ERMAs organizations lay their enterprise risk groundwork, many auditors are taking on management's oversight responsibilities, new research finds.Internal audit departments have played a variety of roles in their organization's enterprise risk management (ERM) activities since The Committee of Sponsoring Organizations of the Tread way Commission (COSO) released its Enterprise Risk Management-Integrated Framework in September 2004. An IIA position paper issued in the wake of COSO ERM, "The Role of Internal Auditing in Enterprise-wide Risk Management," indicates the roles that the internal audit function should and should not play throughout the ERM process, ranging from full involvement to no involvement. According to the paper, internal auditors should have a core role in five ERM-related assurance activities: giving assurance on risk management processes, giving assurance that risks are evaluated correctly, evaluating risk managementprocesses, evaluating the reporting of key risks, and reviewing the management of key risks.A recent IIA Research Foundation study examined the extent to which internal audit functions adhere to the ERM roles recommended in the IIA paper. During October 2005, researchers disseminated an online survey to 7,200 IIA members through The Institute's Global Auditing Information Network. The survey generated 361 responses from a mix of large, mid-sized, and small organizations in a variety of industries, including businesses, government agencies, and not for profit organizations. Nearly 60 percent of respondents identified themselves as a chief audit executive or audit director, 23 percent were audit managers, and 7.8 percent were staff or senior auditors. Approximately 90 percent were from the United States and Canada.Respondents' organizations are at different stages of implementing ERM, as defined by COSO. More than 11 percent say their organization's ERM infrastructure is mature or relatively mature, and 37 percent have recently adopted or are in the process of implementing ERM. Among all organizations surveyed, the internal audit function is primarily responsible for ERM-related activities in 36 percent of respondents' organizations, while 27 percent say the primary responsibility belongs to a chief risk officer (CRO) who is not part of the audit function. Nearly one-third of respondents say another executive or function oversees ERM..The hours and dollars internal audit functions spend on ERM-related activities are minimal for many respondents. Nearly half say their audit department spent 10 percent or less of its hourly and financial budgets on ERM-related activities during fiscal year 2004. More than one-third of audit departments spent II percent to 50 percent of their time on ERM, and 28 percent spent n percent to 50 percent of their financial budgets, while less than 10 percent of departments Spent more than 50 percent of their time and money.The IIA position paper categorizes 18 ERM-related activities according to the appropriate level of responsibility for the internal audit function. Survey respondents reported their current and ideal level of responsibility for these activities: no responsibility, limited responsibility, moderate responsibility, substantialresponsibility, and total responsibility.CORE ACTIVITIESDifferences between respondents' current and ideal responsibilities are greatest for the five core ERM assurance activities identified In the IIA paper. Respondents Indicated that their current responsibility for each of the core ERM related activities is moderate, but they say they should have a substantial level of responsibility. These views agree with the IIA guidance. Additionally, roughly half of internal audit functions surveyed currently have substantial or full responsibility for at least one core activity, and more than two-thirds say they should have till or substantial responsibility for at least one core activity.Within the core category, the audit function's two highest levels of current responsibility involve reviewing management of key risks and evaluating the risk management process. Evaluating the risk management process and giving assurance on risk management processes are the highest-rated ideal responsibilities. Conversely, giving assurance that risks are evaluated correctly is the lowest-rated current and ideal responsibility.The following respondent comments offer some insight into why audit departments are not currently involved in core ERM-related activities at the level they deem appropriate;"We have just recently begun implementing ERM activities in our company. We do not yet have complete understanding of the process and buy-in from management.""The audit committee and management are not aware of what ERM is.""The internal audit function has just initiated an awareness campaign among the audit committee members."These comments suggest that educating management and the audit committee on ERM issues can be critical to ensuring that the audit function takes on an appropriate level of responsibility for ERM.LEGITIMATE ACTIVITIESThe IIA paper prescribes seven legitimate ERM-related activities for which internal committee audit functions may be responsible as long as safeguards are inplace: facilitating the identification and evaluation of risks, coaching management in responding to risks, coordinating ERM-related activities, consolidating the reporting on risks, maintaining and developing the ERM framework, championing establishment of ERM, and developing risk management strategy for board approval. These activities are described as "consulting" activities. Although respondents' current responsibility for each of these legitimate activities ranges from limited to moderate, they say their ideal level should be moderate, which is consistent with the guidance.Within the legitimate category, the highest level of current internal audit responsibility involves facilitating the identification and evaluation of risks —the top-rated ERM-related activity, including core activities. This activity is also the highest-rated ideal activity among legitimate activities, suggesting that auditors consider it a core responsibility. This finding is not surprising. because risk detection and evaluation are traditional considerations in developing annual audit plans. The lowest-rated current and ideal activity is developing a risk management strategy for board approval, which is an activity that might best be handled by management.The IIA guidance cautions that when internal auditors undertake these legitimate consulting activities, safeguards should be in place to ensure that they do not take on management responsibility for actually managing risks. One possible preventive measure would include documenting the auditors' ERM responsibilities in an audit committee-approved audit charter. Further, if auditors take on any ERM-related activities that fall within this consulting role, they should treat these engagements as consulting engagements and apply the relevant IIA standards to help ensure their independence and objectivity.INAPPROPRIATE ACTIVITIESAccording to the IIA position paper. It is inappropriate for internal auditors to be responsible for six ERM-related activities: setting the risk appetite, imposing risk management processes, providing management assurance on risks, making decisions on risk responses, implementing risk responses on management's behalf, and having accountability for risk management. Overall, audit functions in the survey have greater responsibility for these activities than the IIA paper recommends. However,auditors say they should have some limited responsibility for the inappropriate activities.Within the inappropriate category, internal auditors' highest level of current and ideal responsibility is providing management assurance on risks, while their lowest level of responsibility is for setting the risk appetite. Respondents' comments suggest that auditors currently have greater responsibilities in these areas because the audit function is playing a leading role during the early stages of ERM development.ORGANIZATIONAL CHARACTERISTICSThe perceived current and ideal FRM roles for the internal audit function may vary across organizations, depending on the organization's industry, size, and audit department size, as well as the firm's need to comply with the U.S. Sarbanes-Oxley Act of 2002.INDUSTRY Respondents work in a variety of sectors, including financial services, manufacturing, transportation, communications, utilities, health care, retail and wholesale, government, and education. Researchers compared responses from the two largest industry groups: financial services and manufacturing. On average, financial service industry audit departments have greater current responsibility for core activities than those from manufacturing. With respect to inappropriate activities, manufacturing audit departments tend to say their ideal involvement should be higher than their current responsibility, while financial service industry audit departments rate their current and ideal responsibilities at the same level.ORGANIZATION SIZE Approximately half of respondents work in organizations that had 2004 revenues between US $500 million and US $5 billion. Nearly 25 percent of respondents work in organizations that had revenues under US $500 million in 2004, while a similar number of respondents work in organizations that had more than US $5 billion in revenue that year. Researchers compared responses from organizations with revenues of less than US $1 billion with organizations with revenues greater than US $1 billion. On average, auditors from both types of organizations have relatively equal levels of responsibility for current core activities. However, smaller organizations rated their ideal involvement for thesecore activities higher than large organizations. Smaller organizations have a slightly higher current level of responsibility for inappropriate activities than larger organizations and say their ideal involvement in these areas should be higher.AUDIT STAFF SIZE More than half of respondents work in audit departments with 10 or fewer auditors, slightly more than one-quarter work in departments with between 11 and 50 auditors, and approximately one-tenth of respondents work in departments with more than 50 auditors. Internal audit functions with more than 10 auditors currently have somewhat more responsibility for core activities than audit departments with 10 or fewer auditors. Both large and small audit functions have roughly equal levels of responsibility for all other ERM-related activities. However, unlike large audit organizations, respondents from small audit departments want to have more responsibility for activities in the inappropriate category.SARBANES-OXLEY Most respondents' organizations are required to comply with Sarbanes-Oxley Section 404. Researchers found few differences between those organizations and respondents from organizations that do not have to comply with the act. The primary difference related to core activities, where compliers report a higher level of current responsibility than non-compliers.Although the IIA guidance is equally applicable to all organizations, the research indicates that smaller internal audit departments and those from smaller organizations tend to take on ERM responsibilities that would be more appropriate for management. In these cases, internal auditing should work to develop an ERM implementation and maintenance plan that includes a stratcgy and timeline for migrating responsibilities for these activities to managementTHE AUDITOR'S ROLEAlthough the survey results suggest that the current levels of responsibility audit departments have may differ somewhat from that levels recommended by The IIA'S position paper, the respondents' comments offer some evidence that auditors understand the underlying concepts of the guidance:"There needs to be a shift in the 'doing' of the ERM to being an internal audit function that relies on and evaluates the ERM process. ERM should be in sync withthe audit universe and plan,""In the past i8 months, the corporation has appointed a CRO to provide oversight and guidance to evolving ERM processes. During this period, much of internal auditing's previous ERM roles have migrated to this officer." More importantly, respondents identified significant barriers in their organizations to following the guidance:"These ERM responsibilities and processes are not well defined in many organizations and should be more clearly articulated by senior management."'There is not enough emphasis from the top that risk management is important and must be done effectively. Management is still trying to hide things from internal auditing. It's not them against us, we're all in it together.""Most auditors and enterprise managers lack clarity on the distinction between responsibility for risk assurance implementation versus responsibility for risk assurance compliance and monitoring."These comments stress that a key element to establishing a successful ERM program is education on the importance of ERM and the appropriate roles management and internal auditing have in the process. Internal auditors can play a key role in providing this education. The audit department, management, hoard of directors, and audit committee need to be clear about which ERM related activities internal auditors should perform and which activities should always be performed by management. Relevant training should highlight that internal auditing could serve in a monitoring or consulting role throughout much of the ERM process, but the formal decision-making authority must reside with management if the audit department is to maintain its independence and objectivity.Auditors should take steps to ensure that the board and audit committee are aware of the COSO ERM framework and are actively engaged in overseeing the ERM process. Additionally, auditors should consider training senior management, the board, and others throughout their organization on COSO ERM and related guidance.Responses to the survey provide useful insights into additional steps that the internal audit profession should take. Auditors whose organizations are in the earlystages of adopting ERM or will be implementing ERM in the future have many opportunities to ensure that the process is effective and efficient. For example, audit departments that currendy perform ERM-related activities that should be management's responsibility can take proactive steps to open up the lines of communication between internal auditing and management, the board and audit committee, and external auditors about the risks of this situation. Such communication should encourage management to take on appropriate ERM responsibilities. One approach audit departments could take is to develop a business plan describing how management can assume responsibility for ERM related activities for which they should be accountable. However, internal auditors should recognize that completing this plan and convincing management to accept these ERM responsibilities might not occur quickly.With appropriate planning, communication, and education, internal auditors, management, the board, and external auditors should be ready to work together to achieve the many benefits of ERM. Ideally, this coordination will result in performing ERM-related activities at appropriate places within the organization, management accepting its responsibility for ERM, and that audit function playing a role that is consistent with appropriate professional guidance.译文:内部审计在企业风险管理中的作用新的研究发现:随着企业以组织风险为基础,许多审计人员对管理层采取职责监督措施。