1、 外文翻译 原文 Determinants and consequences of internal control in firmsin firms: a contingency theory based analysis Material Source: http:/ Author: Annukka Jokipii In order to ensure the efficiency and effectiveness of activities, reliability of information and compliance with applicable laws, firms de
2、mand adequate internal control. However, several frameworks (COSO) assume that the need for internal control varies according to a firms characteristics. This concurs with contingency theory, which claims that each organization has to choose the most suitable control system by taking into account co
3、ntingency characteristics. This study examines which contingency characteristics firms choose to adapt their internal control structure and whether it results in a more favorable assessment of the effectiveness of control by the management. While the components of internal control have been examined
4、 individually in the control literature, this paper attempts to shed light on internal control and place it in a broader context. The results, derived from a web-based survey of 741 Finnish firms, indicate that firms adapt their internal control structure to deal with environmental uncertainty and t
5、o achieve observed control effectiveness. Also the strategy has statistically significant effects on internal control structure. （ 1） Introduction It is generally believed that an internal control system reduces risks and helps firms ensure the reliability of financial statements and compliance with
6、 laws and regulations. So, an increasing number of business failures and some widely publicized frauds have encouraged firms to put more emphasis on their internal control systems, which are specific to their particular operating environment. Management is under increased pressure to enhance the eff
7、ectiveness of internal control and to effectively communicate this to the board of directors and shareholders (Sutton 2006). Reference groups like auditors, suppliers and customers are also interested in internal controls since they may affect long-term confidence in reporting, accountability and in
8、 the corporate form of organization. （ 2） Research framework Control systems are designed to assist managers to achieve their firms goals and desired outcomes (Chenhall 2003). An internal control system potentially enhances a firms monitoring and reporting processes, as well as ensuring compliance w
9、ith laws and regulations. In this way effective internal control has a critical role to play in a firms success. However, contingency theory constitutes a novel approach to studying internal control and thus, theoretical fundamentals and chosen characteristics are derived from the contingency-based
10、control literature. Consequently, management control1 is a major control sub-system in organizations which have been the subject of contingency theory research. The research has mainly focused on the influence of contextual variables on management control system design and in this paper, the literat
11、ure is reviewed along with an analysis of the research based on these studies. The aim is to use contingency theory to understand characteristics affecting internal control structures and its observed effectiveness rather than to elaborate on contingency theory as such. （ 3） Definition of constructs
12、 and research questions （ 3.1） Internal control framework According to the broad view of internal control, it covers all aspects of an organization and there was a clear demand for a method of pulling together co ntrol concepts to form an integrated internal control framework. Well-known frameworks
13、(COSO, COCO) the Basle Framework, the Combined Code and the Turnbull Guidance) include a definition of effective internal control and present the components of the internal control structure. For example COSO (1994) states that internal control can be judged to be effective when the board of directo
14、rs and management have reasonable assurances that they understand the extent to which the entitys operational objectives are being achieved, the published financial statements are being prepared reliably, and the applicable laws and regulations are being complied with. Therefore, in this study effec
15、tiveness of internal control is defined in terms of managements perceptions of how well these three internal control objectives are met. Similarly, in the frameworks a proper internal control structure is described in different terms, but the following five components can be identified: 1. The contr
16、ol environment component defines the ethos of an organization and the way it operates. This component refers to the creation of an atmosphere in which people can conduct their activities and carry out their control responsibilities. It creates the overall control culture in the firm. 2. The risk ass
17、essment component refers to the processes of dealing with the risks that pose a threat to achieving the firms objectives. It involves the identification, analysis and assessment of relevant risks. 3. The control activities component refers to policies, procedures and practices that assure management
18、 that the objectives are achieved and the risk mitigation strategies are carried out effectively 4. The information and communication component ensures that relevant information is identified, captured and communicated in a form and time frame that allows personnel to carry out their duties and resp
19、onsibilities effectively 5. The monitoring component refers to a process of assessing the quality of control. It covers ongoing and periodical evaluations of the external supervision of internal controls by management or other parties outside the process. （ 4） Organizational structure Organizational
20、 structure refers to an internal pattern of roles, communication, authority and relationships. Chenhall (2003) notes that organizational structure remains an important factor in understanding the design of internal control. When adopting particular structures, certain kinds of contacts and relations
21、hips are encouraged and others discouraged (Emmanuel et al. 1993, p. 52). Otley (1980) suggested that different forms of organizational structure would require different types of accounting information to be provided to enable them to operate effectively. （ 5） Environmental uncertainty Chenhall (200
22、3) notes that environmental uncertainty is a fundamental variable in contingency-based MCS research. He argues that the more hostile and turbulent the external environment, the greater the reliance on formal controls and the emphasis on traditional budgets. Gordon and Miller (1976) predict that incr
23、eased environmental dynamism would lead to a higher quality control system: the control system becomes more important when uncertainty is greater. systems frequently to adapt to the changing circumstances. （ 6） Internal control structure and its observed effectiveness The theoretical relationship be
24、tween internal control structure and its effectiveness is based on the COSO (1994) framework that states that five properly functioning internal control components lead to effective internal control. COSO (1994) further states that there are differences in internal control effectiveness in different
25、 firms, but does not provide any exact explanation of why these differences exist. Therefore, contingency theory provides an applicable research approach (applied here in internal control) by stating that successfully tailoring a control system to a firms characteristics will result in better contro
26、l effectiveness (Fisher 1998). For example Simons (1987) found that firms with different strategies used their control systems differently and this caused significant effects on firm performance. So, by having the observed internal control effectiveness as a dependent variable in the model, the adeq
27、uacy of the control structure in practice can be assessed. The frameworks state that the effectiveness of internal control is a subjective judgment as to whether there is a reasonable assurance that the objectives of internal control are being met. Managers were the chosen observers of effectiveness
28、 in this study for three reasons: first, establishing, evaluating and supervising internal control is the responsibility of management (Krishnan 2005, p. 650). Second, management has immediate and detailed insight into the operation of the internal control system Thirdly, previous studies have mainl
29、y concentrated on the view of external parties. To reiterate both an internal control framework (COSO 1994) and contingency based literature, presuppose that the need for internal control varies depending on the circumstances, but that the internal control components that are presented and function
30、properly in that particular situation lead to observable internal control effectiveness. （ 7） Internal control structure and internal control effectiveness The structure of internal control (CONTROL) was defined by the following indicators adapted from internal control literature: control environmen
31、t (COEN), risk assessment (RISK), control activities (COAC), information and communication (INFO) and monitoring (MONI). The study measures the indicators using 5-item questions and then uses the measures as factors in the latent variable. Internal control effectiveness Internal control effectivenes
32、s was defined on the basis of how well three objectives of internal control defined in the frameworks are met by the firms. The following indicators define the structure of internal control effectiveness (EFFE): efficiency and effectiveness of activities (EFFI), reliability, completeness and timelin
33、ess of financial and management information (RELI), and compliance with applicable laws and regulations (LAW). This study measures the indicators using 4-item questions and then uses the average score as a factor in the latent variable. （ 8） Conclusion This study focused on internal control and its
34、effectiveness by using contingency theory. The present study is among the very few studies that set out to empirically examine the relationships between context and internal control suggested b y the frameworks used in practice. This study developed measurement models for internal control and its ef
35、fectiveness and used them as latent variables in a quantitative analysis. The study also uses the SEM approach to examine the research models. The model is able to predict 9% of an internal control structure and 82% of observed internal control effectiveness. The evidence it gathered upheld some of
36、the research questions but also caused some to be rejected. 译文 在企业内部控制的决定因素和结果：一个权变理论为基础的分析 资料来源： http： / 作者： Annukka Jokipii 为了保证效率，信息和适用法律的可靠性效益，企业需要有充分的内部控制制度。然而，（ COSO）认为内部控制的几个框架假定是根据不同企业的特点而设置的。同时，每个组织都要有选择的考虑采取最适合的控制系统。本研究讨论企业选择的应变特征，以适应其内部控制结构以及它是否在一个管理层控制下更加有效，更加有利的评估结果。内部控制的组成部分已有单独的控制 文献，
37、本文试图将内部控制放在一个更广阔的背景中。根据芬兰公司基于 Web 的调查，表明企业调整其内部控制结构是针对环境的不确定性，并实现观测控制的有效性，该战略对内部控制结构有着显著效果。 (1)简介 人们普遍认为，内部控制体统可降低风险，帮助企业确保财务报表的可靠性。因此，一个企业的倒闭，一些欺诈行为，广泛宣传鼓励了越来越多的企业要加强内部控制制度，重视特定的经营环境。管理层也有更大压力，要加强内部控制的有效性，有效的将信息传达给董事会和股东董事会。如核算师、供应商和顾客等也要参考到内部控制中，因为他们也有可 能长期影响在报告中，问责制和组织形式。 （ 2） 研究框架 控制系统的设计，协助管理人员
38、，为了能实现企业的目标和期望的结果（ Chenhall 2003） ,内部控制系统可能增强了企业的监测和报告程序，以及确保遵守法律和法规。通过有效的方式在企业内部控制中发挥关键的作用。权变李玟构成了一种新的方法来研究内部控制，其理论基础和特点是选择了应急性控制。管理则是其中主要的内容。该研究主要对管理控制系统设计影响，其目的是了解内部控制结构的特点和影响其成效的因素。 （ 3） 结构的定义和研究问题 （ 3.1） 内部控制框架 根据内部控制开阔的视野，它涵盖了一个组织的各个方面，有一个共同的控制概念，形成了一个完整的内部控制框架。著名的框架（ COSO）包括了一个有效的内部控制的定义和目前的内
39、部控制结构的组成部分。例如COSO(1994)，内部控制可以被判定为有效时，为董事会和管理层的理解有效，企业的业务目标正在实现，公布的财务报告可靠合理，适用的法律法规得到遵守。因此，该研究为内部控制研究效益的定义以及如何在这三个目标的实现的内部控制管理的观念上。 同样，在一个适当的内部控制框架结构中描述了不同的条款，由以下五个部分组成： 1.控 制环境的部分界定的组织，其运作的方式是风气。这个组件是指一种气氛，使人们可以进行他们的活动和履行控制职责创造，它创建了这个企业整体控制文化。 2.风险评估部分，是指与风险威胁到公司目标实现的过程。它涉及到识别、分析和相关的风险评估。 3.控制活动的组成
40、部分，是指对政策、程序和做法确保管理的目标得以实现和风险缓解战略的有效实施。 4.信息和通信组件确保有关信息的识别，捕获并在形式和时限内，使工作人员履行其职责和责任的有效沟通。 5.监测组件是指评估质量控制过程。它涵盖了由管理人员或进程外的其他各方进行内部控制 的外部监督和定期评估。 （ 4） 组织结构 组织结构是一个沟通权力和关系的角色。 Chenhall（ 2003）指出组织结构仍然是了解内部控制设计的重要因素。当采用特定结构，组织结构的不同形式，就需要不同类型的会计信息的提供，使他们能够有效的运作。 （ 5） 环境不确定性 Chenhall（ 2003） 指出，环境的不确定性是一个应急的
41、单片机研究的基本变量。他认为，更多的敌意和动荡的外部环境，是控制和预算的重点。戈登和米勒指出增加环境的活力将导致更高的质量控制系统，控制系统变得更加不确定。埃文斯发现一个组织内部控制系 统要经常修改，以适应不断变化的情况。 （ 6） 内部治理结构及其有效性观察 内部治理结构及其有效性的理论关系是基于 COSO 的框架，指出五个正常运作的内部控制元件来达到有效的内部控制。 COSO 的内部控制的有效性差异表现在不同的公司以不同的特点来保证控制的有效结果。例如西门子发现，企业使用的不同策略，其控制系统对企业的业绩也会造成重大的影响。 该框架指出，内部控制的有效性是一个以是否合理保证内部控制的目标正
42、在实现的主观判断。选择的有效性观察主要有三个方面，第一建立评估和监督内部控制是管理的责任（克里希南， 2005）。其次，管理层即时详细的进入内部控制制度运作。第三，以往的研究主要集中于外部各方观点。 重申既有内部控制框架和应变的文学，即对内部控制的需要几句具体情况有所不同。但内部控制的组成部分的功能要在特定情况下才能导致正确的观察到内部控制的成效。 （ 7） 内部控制结构和内部控制的有效性 内部控制结构有以下指标：控制环境，风险评估，控制活动，信息和通信和监测。内部控制的有效性也包括几个方面如效率活动，可靠性，完整性和财务管理信息的及时性和效力，适用的法律和法规的规定。 (8)结论 这项研究侧重于内部控 制及其利用权变理论的有效性。本研究是其中极少数的研究，实证研究和内部控制方面在实践中适用的框架建议的关系。本研究发展的内部控制及其有效性度量模型，将其作为潜变量的定量分析。这向研究还利用扫描电镜的方法来研究模型。该模型能够预 9%内部控制结构和 82%观察内部控制的有效性。
