[雙語翻譯]內(nèi)部控制外文翻譯—內(nèi)部控制與企業(yè)風(fēng)險管理透視（原文）

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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