外文翻译--企业内部控制的决定因素和后果
内部控制外文翻译资料
Internal management, establish a sound internal control system, enterprises and the needs for enterprises to face market risks and challenges. Only in accordance with the actual situation of their own, developed to meet the needs of internal management control system, and strictly follow the implementation can be sustained, steady and healthy development.内部管理，建立健全内部控制制度，企业和企业面临的市场风险和挑战的需要。
只有按照自己的实际情况，开发出满足内部管理控制系统的需求，并严格遵照执行能够持续，稳定和健康的发展。
The so-called internal control, the means by the enterprises board of directors, managers and other staff implementation, in order to ensure the reliability of financial reporting, operating efficiency and effectiveness of existing laws and regulations to follow, and so provide reasonable assurance that the purpose of the course. Internal controls related to enterprise production and management of the control environment, risk assessment, supervision and decision-making, information and transfer and self-examination, from a business perspective on the whole in all aspects of production. Their effective implementation will undoubtedly promote enterprise production and management to a new level, to promote the rationalization of business processes and standardization.所谓内部控制，董事会的企业董事会，经理和其他员工实施的，为保证财务报告的可靠性，现有的法律法规，经营的效率和效果跟踪，并提供合理的保证，本课程的教学目的。
本科毕业论文内部控制外文文献翻译完整版中英对照
A Clear Look at Internal Controls: Theory and ConceptsHammed Arad (Philae)Department of accounting, Islamic Azad University, Hamadan, IranBarak Jamshedy-NavidFaculty Member of Islamic Azad University, Kerman-shah, IranAbstract: internal control is an accounting procedure or system designed to promote efficiency or assure the implementation of a policy or safeguard assets or avoid fraud and error. Internal Control is a major part of managing an organization. It comprises the plans, methods, and procedures used to meet missions, goals, and objectives and, in doing so, support performance-based management. Internal Control which is equal with management control helps managers achieve desired results through effective stewardship of resources. Internal controls should reduce the risks associated with undetected errors or irregularities, but designing and establishing effective internal controls is not a simple task and cannot be accomplished through a short set of quick fixes. In this paper the concepts of internal controls and different aspects of internal controls are discussed. Keywords: Internal Control, management controls, Control Environment, Control Activities, Monitoring1. IntroductionThe necessity of control in new variable business environment is not latent for any person and management as a response factor for stockholders and another should implement a great control over his/her organization. Control is the activity of managing or exerting control over something. he emergence and development of systematic thoughts in recent decade required a new attention to business resource and control over this wealth. One of the hot topic a bout controls over business resource is analyzing the cost-benefit of each control.Internal Controls serve as the first line of defense in safeguarding assets and preventing and detecting errors and fraud. We can say Internal control is a whole system of controls financial and otherwise, established by the management for the smooth running of business; it includes internal cheek, internal audit and other forms of controls.COSO describe Internal Control as follow. Internal controls are the methods employed to help ensure the achievement of an objective. In accounting and organizational theory, Internal control is defined as a process effected by an organization's structure, work and authority flows, people and management information systems, designed to help the organization accomplish specific goals or objectives. It is a means by which an organization's resources are directed, monitored, and measured. It plays an important role in preventing and detecting fraud and protecting the organization's resources, both physical (e.g., machinery and property) and intangible (e.g., reputation or intellectual property such as trademarks). At the organizational level, internal control objectives relate to the reliability of financial reporting, timely feedback on the achievement of operational or strategic goals, and compliance with laws and regulations. At the specific transaction level, internal control refers to the actions taken to achieve a specific objective (e.g., how to ensure the organization's payments to third parties are for valid services rendered.) Internal controlprocedures reduce process variation, leading to more predictable outcomes. Internal controls within business entities are called also business controls. They are tools used by manager's everyday.* Writing procedures to encourage compliance, locking your office to discourage theft, and reviewing your monthly statement of account to verify transactions are common internal controls employed to achieve specific objectives.All managers use internal controls to help assure that their units operate according to plan, and the methods they use--policies, procedures, organizational design, and physical barriers-constitute. Internal control is a combination of the following：1. Financial controls, and2. Other controlsAccording to the institute of chartered accountants of India internal control is the plan of organization and all the methods and procedures adopted by the management of an entity to assist in achieving management objective of ensuring as far as possible the orderly and efficient conduct of its business including adherence to management policies, the safe guarding of assets prevention and detection of frauds and error the accuracy and completeness of the accounting records and timely preparation of reliable financial information, the system of internal control extends beyond those matters which relate to the function of accounting system. In other words internal control system of controls lay down by the management for the smooth running of the business for the accomplishment of its objects. These controls can be divided in two parts i.e. financial control and other controls.Financial controls:- Controls for recording accounting transactions properly.- Controls for proper safe guarding company assets like cash stock bank debtor etc- Early detection and prevention of errors and frauds.- Properly and timely preparation of financial records I e balance sheet and profit and loss account.- To maximize profit and minimize cost.Other controls: Other controls include the following:Quality controls.Control over raw materials.Control over finished products.Marketing control, etc6. Parties responsible for and affected by internal controlWhile all of an organization's people are an integral part of internal control, certain parties merit special mention. These include management, the board of directors (including the audit commit tee), internal auditors, and external auditors.The primary responsibility for the development and maintenance of internal control rests with an organization's management. With increased significance placed on the control environment, the focus of internal control has changed from policies and procedures to an overriding philosophy and operating style within the organization. Emphasis on these intangible aspects highlights the importance of top management's involvement in the internal control system. If internal control is not a priority for management, then it will not be one for people within the organization either.As an indication of management's responsibility, top management at a publicly owned organization will include in the organization's annual financial report to the shareholders a statement indicating that management has established a system of internal control that management believes is effective. The statement may also provide specific details about the organization's internal control system.Internal control must be evaluated in order to provide management with some assurance regarding its effectiveness. Internal control evaluation involves everything management does to control the organization in the effort to achieve its objectives. Internal control would be judged as effective if its components are present and function effectively for operations, financial reporting, and compliance. he boards of directors and its audit committee have responsibility for making sure the internal control system within the organization is adequate. This responsibility includes determining the extent to which internal controls are evaluated. Two parties involved in the evaluation of internal control are the organization's internal auditors and their external auditors.Internal auditors' responsibilities typically include ensuring the adequacy of the system of internal control, the reliability of data, and the efficient use of the organization's resources. Internal auditors identify control problems and develop solutions for improving and strengthening internal controls. Internal auditors are concerned with the entire range of an organization's internal controls, including operational, financial, and compliance controls.Internal control will also be evaluated by the external auditors. External auditors assess the effectiveness of internal control within an organization to plan the financial statement audit. In contrast to internal auditors, external auditors focus primarily on controls that affect financial reporting. External auditors have a responsibility to report internal control weaknesses (as well as reportable conditions about internal control) to the audit committee of the board of directors.8. Limitations of an Entity's Internal ControlInternal control, no matter how well designed and operated, can provide only reasonable assurance of achieving an entity's control objectives. The likelihood of achievement is affected by limitations inherent to internal control. These include the realities that human judgment in decision-making can be faulty and that breakdowns in internal control can occur because of human failures such as simple errors or mistakes. For example, errors may occur in designing,Maintaining, or monitoring automated controls. If an entity’s IT personnel do not completely understand how an order entry system processes sales transactions, they may erroneously design changes to the system to process sales for a new line of products. On the other hand, such changes may be correctly designed but misunderstood by individuals who translate the design into program code. Errors also may occur in the use of information produced by IT. For example, automated controls may be designed to report transactions over a specified dollar limit for management review, but individuals responsible for conducting the review may not understand the purpose of such reports and, accordingly, may fail to review them or investigate unusual items.Additionally, controls, whether manual or automated, can be circumvented by the collusion of two or more people or inappropriate management override of internal control. For example, management may enter into side agreements with customers that alter the terms and conditions of the entity’s standard sales con tract in ways that would preclude revenuerecognition. Also, edit routines in a software program that are designed to identify and report transactions that exceed specified credit limits may be overridden or disabled.Internal control is influenced by the quantitative and qualitative estimates and judgments made by management in evaluating the cost-benefit relationship of an entity’s internal control. The cost of an entity's internal control should not exceed the benefits that are expected to be derived. Although the cost-benefit relationship is a primary criterion that should be considered in designing internal control, the precise measurement of costs and benefits usually is not possible.Custom, culture, and the corporate governance system may inhibit fraud, but they are not absolute deterrents. An effective control environment, too, may help reduce the risk of fraud. For example, an effective board of directors, audit committee, and internal audit function may constrain improper conduct by management. Alternatively, the control environment may reduce the effectiveness of other components. For example, when the nature of management incentives increases the risk of material misstatement of financial statements, the effectiveness of control activities may be reduced.9. Balancing Risk and ControlRisk is the probability that an event or action will adversely affect the organization. The primary categories of risk are errors, omissions, delay and fraud In order to achieve goals and objectives, management needs to effectively balance risks and controls. Therefore, control procedures need to be developed so that they decrease risk to a level where management can accept the exposure to that risk. By performing this balancing act "reasonable assurance” can be attained. As it relates to financial and compliance goals, being out of balance can causebe proactive, value-added, and cost-effective and address exposure to risk.11. ConclusionThe concept of internal control and its aspects in any organization is so important, therefore understanding the components and standards of internal controls should be attend by management. Internal Control is a major part of managing an organization. Internal control is an accounting procedure or system designed to promote efficiency or assure the implementation of a policy or safeguard assets or avoid fraud and error. According to custom definition, Internal Control is a process affected by an entity's board of directors, management and other personnel designed to provide reasonable assurance regarding the achievement of objectives in the following categories namely. The major factors of internal control are Control environment, Risk assessment, Control activities, Information and communication, Monitoring. This article reviews the main standards and principles of internal control and described the relevant concepts of internal control for all type of company.内部控制透视：理论与概念哈米德阿拉德（Philae）会计系，伊斯兰阿扎德大学，哈马丹，伊朗巴克Joshed -纳维德哈尼学院会员伊斯兰阿扎德大学，克尔曼伊朗国王，伊朗摘要：内部控制是会计程序或控制系统，旨在促进效率或保证一个执行政策或保护资产或避免欺诈和错误。
企业内部控制中英文对照外文翻译文献
企业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)译文：内部控制环境外文翻译摘要：为了保证企业需求内部控制活动的有效性和信息的可靠性以及遵守法律的适用性，每个组织要选择最适合的控制系统。
因此，就必须考虑到意外事故的风险是否切合权变理论。
本文研究的是检视这些风险特点的选择是否适应他们公司内部控制结构和它是否会导致一些更加优惠的有效性的评估控制管理。
虽然内部控制的组成部分已进行单独控制，本文尝试阐明内部控制的关键点并将其放到更加广阔的背景中。
结果证明，基于对741家芬兰公司的调查研究，表明公司用内部控制结构来应对环境的不确定性，并观测控制的有效性的战略对其内部控制结构有着显著的效果。
关键词：内部控制、成效、权变理论、结构方块建模1.绪论人们普遍认为，一个内部控制系统可以帮助企业降低风险，并且使财务报表的可靠性得以保证。
因此，越来越多的企业在他们具体的操作环境下更多的关注自己的内部控制。
在巨大的管理压力下，如何提高内部控制的有效性以及董事会和股东之间的沟通效果，是目前企业亟待解决的重要问题。
由于内部控制可能会影响长期的报告，因此审计人员、供应商、客户都对内部控制关注相当。
Kinney在2000年指出，尽管内部控制对公司影响很大，但在组织环境中内部控制结构却无法实现。
虽然关于内部控制的文献在国际研究上已取得进展，但迄今为止，内部控制的研究数量有限。
在2004年Selte and Widener出版的专业文章中提出，在管理控制中研究较少的内部控制有着很强的实用性。
本文的研究结论有助于了解内部控制结构及其在公司环境中观察到对公司的效果。
即使内部控制结构框架中提出了一个标准化的结构和内部控制目标，但仍然需要注意的是，有效地内部控制是要根据公司的不同特点来制定的。
因此，即使是内部控制的框架中也无法提供一个企业的特点和其控制系统的关系。
因此，本研究利用一个应急方法，审查内部控制结构的设计，并且将其放到不同的环境下观察其效果。
internal control and risk management内部控制与风险管理 外文翻译学士学位论文
Internal control and risk management1.Internal control --, standard and legislationIn 1985, the United States in order to curb the growing business of accounting fraud activities, formed a committee against financial fraud Treadway committee), (accounting fraud activities investigation led to reason and proposed solutions. The scheme emphasized the importance of internal control, requests and Suggestions of all listed companies should provide in the annals of internal control reports. The report shall include admit management authorities of financial reporting and internal control is responsible, and discuss the implementation of these responsibilities.In The end The mission Treadway Committee after The five, The commission launched organization jointly established a new Committee - The Com - mittee COSO (Sponsoring Organizations of The Treadway of ordinary), namely The organizing Committee Treadway Committee launched. It consists of the American public institute of certified public accountants (AICPA), American accounting association (AAA), international financial management association (FEI), internal auditors association (type IIA), international accounting association (NAA would) (a managerial accounting association jointly sponsored IMA predecessor). COSO continue to study and in 1992 it issued a programmatic document about the Internal Control, namely "Internal Control - the overall framework" (Internal Control - IntegratedFramework). The reports are put forward the COSO U.S. federal reserve, the United States securities and exchange commission, the Basel committee regulators or international organizations such as the recognition and adopted, many of these definitions, Suggestions and ideas absorbed into the legislation and regulations, worldwide has had a broad impact. Since THE end of 2001, THE United States broke with enron, worldcom, xerox and other companies financial cases of fraud as a representative of accounting scandals, hit U.S. capital markets and THE economy, also concentrated exposure for American companies in THE existing problem of internal control, thus causing THE United States adopted THE "sasha class nice --, THE extension of THE law (SARBANES OXLEY ACT) -. The bill made clear company managers CEO and CFO finance director of internal control, and will be held directly responsible shall undertake economic and criminal consequences; Greatly improve the punishment of accounting fraud; Strengthening the internal audit, external audit and audit supervision. This legislation represents a large capital marketsystem, also make the progress of the importance of internal control people have more deeply.2.The internal control and risk management comparisonInternal control and risk management has the close relation. COSO internal control is that part of the risk management. Therefore, the committee in the whole framework of internal control - the basis of, and in 2003 issued a new report --, "enterprise risk management framework". At present the report was only a rough draft, in public, revised later, is expected to formally released this year. The enterprise risk management framework "inherit and contains the whole framework of internal control - the main content also expanded the three elements, added a goal, updated some ideas for countries to provide a unified enterprise risk management terms and concepts of comprehensive application guide system.COSO internal control and risk management of the definition and elements were: Internal control: enterprise internal control is by the enterprise board of directors, managers, and other staff to implement, for financial reporting accuracy, business activity of efficiency and effect, the relevant laws and regulations such as the follow to achieve the goal of the process and provide reasonable assurance. It includes five elements: control environment, risk assessment, control activities, information and communication, the surveillance.Risk management: enterprise risk management is a process of the board of directors, the management of enterprises and other personnel to implement, applied in strategy formulation and enterprise all levels of activity, aims to identify possible influence enterprise various potential events, and according to enterprise's risk preference for enterprises to manage risk, to achieve the goal of providing reasonable assurance. It has eight elements: the internal environment, goal setting, event risk identification, risk assessment, countermeasures, control activities, information and communication, the surveillance.The two reports from the COSO perspective, the enterprise risk management and internal control has the following similar or different places:First, they are made by "enterprise board, management and other personnel to implement", emphasize the point, says the participation parties on the internal control and risk management has a corresponding roles and responsibilities.Second, they are all clearly is a "process", not as a static thing, such as system files, technical model and so on, also not be alone or extra activities, such asinspection, evaluation is best placed inside enterprise daily management process, as a kind of routine operation mechanism to construction.Third, they are for the realization of the goal of enterprise provide reasonable assurance. Risk management objectives are four categories, including three categories and internal control collocated, namely report targets, business targets and follow the targets. But the report targets have expanded, it not only include financial report, also requires all the accuracy of internal and external non-financial class report issued by the accurate and reliable. In addition, risk management increased the strategic target, namely and enterprise vision or mission related high-level objectives. This means that risk management is not only ensure management efficiency and effect, and intervention in the enterprise strategy (including business objectives) formulation process.Fourth, risk management and internal control elements have five aspects, i.e. (overlap is control or internal) environment, risk assessment, control activities, information and communication, the surveillance. These coincide most of their goals and realization mechanism coincide of similar decision. Risk management increased goal setting, event identification and risk countermeasures three factors. Coincide elements, connotation, for example, has been extended internal control environment including honest character and moral values, staff quality and ability, the board of directors and the audit committee, management philosophy and management style, the organizational structure, the power and the allocation of responsibility, human resource policies and practices seven aspects. Risk management "internal environment" in addition to include these seven aspects outside, still include risk management philosophy, risk preference (appetite) and risks associated cultural three new content. In the risk assessment elements, risk management requires the consideration of the inherent risk and residual risk, with expectations, worst case values or probability distribution measure risk and to consider time preferences and risk association between the role. In information and communication, risk management emphasized the past, present and future of the relevant data about obtaining and analysis, provides information of the depth and timeliness, etc.Fifth, risk management proposes risk portfolio and the overall risk management (in tegrated management) - are new idea. The enterprise risk management framework "in the theory of modern financial borrowing portfolio risk theory, this paper puts forward the concept of combination and overall management from enterprise level,demanding dispersed in the overall grasp all levels and departments of enterprise, the risk exposure with overall consideration risk countermeasures, prevent dispersed consider and coping by department, such as will risk the risk in technology, financial, separated by information technology, environment, safety, quality, auditing departments, and considering the interaction between risk events, prevent two tendencies: one is the department's risk in risk preference can withstand ability, but within the overall effect may be beyond sustaining limit, because individual risk influence is not always add, may be multiplied; Second is the risk of individual departments over its limits, but exposure to the overall risk level haven't beyond sustaining range, because sometimes has offset the effects of the event of the effect. At this time, and further, strive for higher return risk with room to grow. According to risk portfolio and the overall management point of view, need unification consideration risk events as risk countermeasures between interaction between, overall risk management plan formulated.3. Internal control and risk management inner linkEnterprise system evolution and risk associated with the development. The establishment of a limited liability system is running or partnership enterprise organization from the key turning into a modern shares, it enables shareholders steps possessions and enterprise property and enterprise economic responsibility independent, shareholder transformation will no longer affect the enterprise credit capacity for equity transactions, expanded range and increased liquidity, which reduces the risk of investment and promoting enterprise financing, contributed to today a giant corporation.In order to make equity trading and the shareholders transform business continuity, influence and to make capital and management ability realize more optimal combination of ownership and management, enterprise in the modern enterprise of altitude, which also separate brings new risks, namely professional operators might not perform its accountability and shareholders' expense. In addition, limited liability may also lure enterprise engaged in high risk and damage the project's creditors. Because in limited liability, the potential revenue mainly by the enterprise (shareholders) to obtain, and the risk of failure, the major that bankruptcy is borne by the obligee. The risk is not marketization, the market competition spontaneous constraints or market transactions, such as providing a hedge product quality or natural disasters, but mechanism, belongs to the organization or trade in agency issues,need to regulate rules and system. These systems include corporate governance in the liability system, such as financial report, an internal control and audit, etc.Internal control and risk management is the fundamental role maintenance, security enterprise asset investor interest, and create new value. Fama&Jensen (1983) analyzed under the board of directors of ownership and separation of the internal control functions; Jensen (1993) further analyzed the American board of directors in internal control with reasons for the failure of performance. Theoretically, the enterprise internal control is the enterprise system component, is in the enterprise management and ownership of the separation of investor benefit under the condition of the protection mechanism. Its purpose is to ensure the accuracy and reliability of the accounting information management, prevent manipulation of statements and fraud and protect the company's property security, comply with the law in order to maintain the company's reputation and avoid incur pecuniary loss, etc. The historical origin of internal control, the requirements to earlier more basic, easier or appropriate rise to legislative level. Enterprise risk management is in the new technology and the market conditions of natural extension of internal control. COSO in the enterprise risk management framework of risk management of significance about when this is the case discussion: "enterprise risk management strategy and organization used in the various levels activities. It enables managers in the face of uncertainty can identify, evaluate and manage risk, play the role of creation and maintain value. Risk management can make risk preference and strategic keeps consistent, will risk and growth and return overall consideration, promote the decision against risks and reduce the risk and losses, identify business management and enterprise crossover risk, for various risks to provide overall countermeasures, capture opportunities and make capital rationalization." COCO in explaining the generalized control and risk discusses way: "' leadership 'in the face of uncertainty include choice." risk "refers to individuals or organizations are making choices adverse consequences after the possibility of suffering. The risk is opportunity counterparts." Obviously, these discussions have realized that enterprise exists for shareholders or stakeholders (for nonprofit organization, etc.), and create value value creation is not only passive assets security, it should also include the use of opportunity. Moreover, the threat of shareholder value comes not from the operator internal factors such as accounting frauds, including from the market risk, etc.Technology and market conditions, promote the new progress of internal controlto risk management. In advanced information technology conditions, accounting records realized the electronic control, real-time update, make traditional error-detection and prevent disadvantages accounting control seems outdated. However, the risk is often caused by trading or organization innovation, these innovation comes from emerging market practice, such as enron will energy trading large developed into similar financial derivatives trading. On the other hand, environmental protection and the enforcement of protection of consumer rights, strengthened the social responsibility of the enterprise, if an enterprise may have inadvertently, suffer from commodity market or capital market for the enterprise, and punish the performance brand value, or the capital market capitalisation put-downs. Therefore, the enterprise need a daily operation function and structure to guard against risks, including abide by laws and regulations, and ensure the trust of investors and ensure financial information management efficiency, etc. Therefore, from maintenance and promote this basic function value creation standpoint, risk management and internal control target is consistent, just in new technology and the market conditions, in order to effectively protect the interests of investors need in the basis of the development of internal control more active and more comprehensive risk management.4.From internal control to risk managementThere is a debate that risk management include internal control, or internal control contains risk management. The author thinks that what kind of conclusion that is not very important, the most important is to clear risk management and internal control of the relation between the superposition place. Who's wider, may be with time, technology, market conditions, legal and regulatory practice and different, for example, in the early development of internal control, market risk management tools and technology conditions are not fully (such as computer systems, statistics theory, quantity model, hedge tools and insurance etc.), then the internal control contains (alternative) risk management function is very natural. Even in the same era, different industry their emphasis may also different, for example, in the financial industry regulatory strict or involving the people's lives and health pharmacy and medical industry, the urgency of risk management, enterprise stronger with risk management leading internal control may be more convenient. And in some other enterprise, in order to comply with information disclosure requirements of internal control reports with the internal control system, enterprise for leading, give attention to two ormorethings risk management may be more suitable.Because of the internal control and risk management is the intrinsic relation, countries with different ways were gradually integrate internal control and risk management connected. January 8, 2004, China's relevant aspects held the "commercial bank risk management and internal control BBS", this shows that our banking also began to internal control and risk management connected.The Basel committee "issued by the banking group of internal control system framework said:" the board of directors approved and regularly check the overall strategy, and important system, understand the main risk, the bank for these risks setting acceptable level, ensure management to take necessary steps to identifying, measuring, supervision and control these risks..." Here, the risk management is obviously the content into the internal control framework. In the UK the FSA comprehensive standards (TheCombined Code) about the internal control regulation, it is first in official documents containing definitely in risk management in internal under control. This code is that the board should keep sound internal control system to protect shareholders investment and enterprise assets (principle d. 2). The board of directors at least once a year, and check the effectiveness of enterprise internal control systems, and to shareholders and report. Reports should include all the control, such as financial, management, follow control and risk management (d. 2.1). This rule is listed on the London stock exchange enterprise must abide by.Canadian association of certified accountants control standards committee (COCO) think "control should include risk identification and reduce the risk of", in which not only include the risk of achieving specific goals related, but also include general, if can't identify and took advantage of the opportunity, cannot make enterprise in the face of not anticipate events and uncertain information while maintaining flexibility or resilient. In 1992 the COSO internal control - in the whole framework will risk assessment of the internal control as one of the five elements, in the latest on the introduction of the "enterprise risk management framework" and further integrate internal control expanded to risk management, clearly put risk management include internal control.The author believes that in the actual business process, risk management and internal control is inseparable in rule or legislative process, consideration scope and control strength, the requirements, the greater the control range will be weaker. For its core problems, such as financial reporting accurate and reliable, the most suitable forlegislation to form to constraint, and other more broad content may be more suitable for rules and guidelines. The different levels of the enterprise internal risk management and internal control, the leading relative order can also be different, for example, from the enterprise strategic risk in turn to the management risk, financial risk, and finally to the financial report, risk management and internal control the relative importance should vary. In strategic risk, the risk management should play a leading role play complexation and internal control. This role reversal to financial report, gradually level, should play a leading role is the internal control, risk management play complexation.Despite the risk management and internal control an inner link, but the reality of or on behalf of the current application level of internal control and risk management and lots of gap. The typical risk management attention in particular business with strategic choice or business decisions related to compare the benefits and risks of, for example, banking credit management or market (price) risk management such as exchange rate, interest rate risk, etc. The typical internal control refers to accounting control, audit activities, are generally confined to financial related department. What they all have in common is low level, small range, confined to a few functional departments, and no penetration or applied in enterprise management process and the whole management system, therefore, sometimes looks risk management and internal control or independent of each other two things. Along with the internal control and risk management constantly improve and become more comprehensive, they inevitably overlapping and fusion between until unity.内部控制与风险管理周兆生1、内部控制———标准与立法1985年美国为了遏制日益猖獗的会计舞弊活动,成立了一个反财务舞弊委员会(Treadway委员会),调查导致会计舞弊活动的原因,并提出了解决方案。
内部控制外文文献及翻译
中文4500字本科生毕业设计（论文）外文原文及译文所在系管理系学生姓名郭淼专业会计学班级学号指导教师2013年6月外文文献原文及译文Internal ControlEmergence and development of the theory of the evolution of the internal controlInternal control in Western countries have a long history of development, according to the internal control characteristics at different stages of development, the development of internal control can be divided into four stages, namely the internal containment phase, the internal control system phase, the internal control structure phase, overall internal control framework stage.Internal check stages: infancy internal controlBefore the 1940s, people used to use the concept of internal check. This is the embryonic stage of internal control. "Keshi Accounting Dictionary" definition of internal check is "to provide effective organization and mode of operation, business process design errors and prevent illegal activities occur. Whose main characteristic is any individual or department alone can not control any part of one or the right way to conduct business on the division of responsibility for the organization, each business through the normal functioning of other individuals or departments for cross-examination or cross-control. designing effective internal check to ensure that all businesses can complete correctly after a specified handler in the process of these provisions, the internal containment function is always an integral part. "The late 1940s, the internal containment theory become important management methods and concepts. Internal check on a "troubleshooting a variety of measures" for the purpose of separation of duties and account reconciliation as a means to money and accounting matters and accounts as the main control object primary control measures. Its characteristics are account reconciliation and segregation of duties as the main content and thus cross-examination or cross-control. In general, the implementation of internal check function can be roughly divided into the following four categories: physical containment; mechanical containment; institutional containment; bookkeeping contain. The basic idea is to contain the internal "security is the result of checks and balances," which is based on two assumptions: First: two or more persons1西安交通大学城市学院本科毕业设计（论文）or departments making the same mistake unconsciously chance is very small; Second: Two or more the possibility of a person or department consciously partnership possibility of fraud is much lower than a single person or department fraud. Practice has proved that these assumptions are reasonable, internal check mechanism for organizations to control, segregation of duties control is the foundation of the modern theory of internal control.Internal control system phases:generating of internal controlThe late1940s to the early1970s, based on the idea of internal check, resulting in the concept of the internal control system, which is the stage in the modern sense of internal control generated. Industrial Revolution has greatly promoted the major change relations of production, joint-stock company has gradually become the main form of business organization of Western countries, in order to meet the requirements of prevailing socio-economic relations,to protect the economic interests of investors and creditors, the Western countries have legal requirements in the form of strengthen the corporate financial and accounting information as well as internal management of this economic activity.In 1934, the "securities and exchange act" issued by the U.S. government for the first time puts forward the concept of "internal accounting control", the implementation of general and special authorization book records, trading records, and compared different remedial measures such as transaction assets. In 1949, the American institute of certified public accountants (AICPA) belongs to the audit procedures of the committee (CPA) in the essential element of internal control: the system coordination, and its importance to management department and the independence of certified public accountants' report, the first official put forward the definition of internal control: "the design of the internal control includes the organization and enterprise to take all of the methods and measures to coordinate with each other. All of these methods and measures used to protect the property of the enterprise, to check the accuracy of accounting information, improve the efficiency of management, promote enterprise stick to established management guidelines." The definition from the formulation and perfecting the inner control of the organization, plan, method and measures such as rules and regulations to implement internal control, break through the limitation of control related to the financial and accounting department directly, the four objectives of internal control, namely the enterprise in commercial2外文文献原文及译文activities to protect assets, check the veracity and reliability of financial data, improve the work efficiency, and promote to management regulations. The definition of positive significance is to help management authorities to strengthen its management, but the scope of limitation is too broad. In 1958, the commission issued no. 29 audit procedures bulletin "independent auditors evaluate the scope of internal control", according to the requirements of the audit responsibility, internal control can be divided into two aspects, namely, the internal accounting control and internal management control. The former is mainly related to the first two of the internal control goal, the latter mainly relates to the internal control after two goals. This is the origin of the internal control system of "dichotomy". Because the concept of management control is vague and fuzzy, in the actual business line between internal control and internal accounting control is difficult to draw. In order to clear the relations between the two, in 1972 the American institute of certified public accountants in the auditing standards announcement no. 1, this paper expounds the internal management control and internal accounting control: the definition of "internal management control including, but not limited to organization plan, and the administrative department of the authorized approval of economic business decision-making steps on the relevant procedures and records. This authorization of items approved activities is the responsibility of management, it is directly related to the management department to perform the organization's business objectives, is the starting point of the economic business accounting control." At the same time, the important content of internal accounting control degree and protect assets, to ensure that the financial records credibility related institutions plans, procedures and records. After a series of changes and redefine the meaning of the internal control is more clear than before and the specification, increasingly broad scope, and introduces the concept of internal audit, has received recognition around the world and references, the internal control system is made.The internal control structure stage: development of the internal controlTheory of internal control structure formed in the 90 s to the 1980 s, this phase of western accounting audit of internal control research focus gradually from the general meaning to specific content to deepen. During this period, the system management theory has become the new management idea, it says: no physical objects in the world are composed of elements of3西安交通大学城市学院本科毕业设计（论文）system, due to the factors, there exists a complicated nonlinear relationship between system must have elements do not have new features, therefore, should be based on the whole the relationship between elements. System management theory will enterprise as a organic system composed of subsystems on management, pay attention to the coordination between the subsystems and the interaction with the environment. In the modern company system and system management theory, under the concept of early already cannot satisfy the need of internal control systems. In 1988, the American institute of certified public accountants issued "auditing standards announcement no. 55", in the announcement, for the first time with the word "internal control structure" to replace the original "internal control", and points out that: "the enterprise's internal control structure including provide for specific target reasonable assurance of the company set up all kinds of policies and procedures". The announcement that the internal control structure consists of control environment, accounting system (accounting system), the control program "three components, the internal control as a organic whole composed of these three elements, raised to the attention of the internal control environment.The control environment, reflecting the board of directors, managers, owners, and other personnel to control the attitude and behavior. Specific include: management philosophy and operating style, organizational structure, the function of the board of directors and the audit committee, personnel policies and procedures, the way to determine the authority and responsibility, managers control method used in the monitoring and inspection work, including business planning, budgeting, forecasting, profit plans, responsibility accounting and internal audit, etc.Accounting systems, regulations of various economic business confirmation, the collection, classification, analysis, registration and preparing method. An effective accounting system includes the following content: identification and registration of all legitimate economic business; Classifying the various economic business appropriate, as the basis of preparation of statements; Measuring the value of economic business to make its currency's value can be recorded in the financial statements; Determine the economic business events, to ensure that it recorded in the proper accounting period; Describe properly in the financial statements of4外文文献原文及译文economic business and related content.The control program, refers to the management policies and procedures, to ensure to achieve certain purpose. It includes economic business and activity approval; Clear division of the responsibility of each employee; Adequate vouchers and bills setting and records; The contact of assets and records control; The business of independent audit, etc. Internal structure of control system management theory as the main control thought, attaches great importance to the environmental factors as an important part of internal control, the control environment, accounting system and control program three elements into the category of internal control; No longer distinguish between accounting control and management control, and uniform in elements describe the internal control, think the two are inseparable and contact each other.Overall internal control framework stages: stage of internal controlAfter entering the 1990 s, the study of internal control into a new stage. With the improvement of the corporate governance institutions, the development of electronic information technology, in order to adapt to the new economic and organizational form, using the new management thinking, "internal control structure" for the development of "internal control to control the overall framework". In 1992, the famous research institutions internal control "by organization committee" (COSO) issued a landmark project - "internal control - the whole framework", also known as the COSO report, made the unification of the internal control system framework. In 1994, the report on the supplement, the international community and various professional bodies widely acknowledged, has wide applicability. The COSO report is a historical breakthrough in the research of internal control theory, it will first put forward the concept of internal control system of the internal control by the original planar structure for the development of space frame model, represents the highest level of the studies on the internal control in the world.The COSO report defines internal control as: "designed by enterprise management, to achieve the effect and efficiency of the business, reliable financial reporting and legal compliance goals to provide reasonable assurance, by the board of directors, managers and other staff to5西安交通大学城市学院本科毕业设计（论文）implement a process." By defining it can be seen that the COSO report that internal control is a process, will be affected by different personnel; At the same time, the internal control is a in order to achieve business objectives the group provides reasonable guarantee the design and implementation of the program. The COSO report put forward three goals and the five elements of internal control. The three major target is a target business objectives, information and compliance. Among them, the management goal is to ensure business efficiency and effectiveness of the internal control; Information goal is refers to the internal control to ensure the reliability of the enterprise financial report; Compliance goal refers to the internal controls should abide by corresponding laws and regulations and the rules and regulations of the enterprise.COSO report that internal control consists of five elements contact each other and form an integral system, which is composed of five elements: control environment, risk assessment, control activities, information and communication, monitoring and review.Control Environment: It refers to the control staff to fulfill its obligation to carry out business activities in which the atmosphere. Including staff of honesty and ethics, staff competence, board of directors or audit committee, management philosophy and management style, organizational structure, rights and responsibilities granted to the way human resources policies and implementation.Risk assessment: It refers to the management to identify and take appropriate action to manage operations, financial reporting, internal or external risks affecting compliance objectives, including risk identification and risk analysis. Risk identification including external factors (such as technological development, competition, changes in the economy) and internal factors (such as the quality of the staff, the company nature of activities, information systems handling characteristics) to be checked. Risk analysis involves a significant degree of risk estimates to assess the likelihood of the risk occurring, consider how to manage risk.Control activities: it refers to companies to develop and implement policies and procedures, and 6外文文献原文及译文to take the necessary measures against the risks identified in order to ensure the unit's objectives are achieved. In practice, control activities in various forms, usually following categories: performance evaluation, information processing, physical controls, segregation of duties.Information and communication: it refers to enable staff to perform their duties, to provide staff with the exchange and dissemination of information as well as information required in the implementation, management and control operations process, companies must identify, capture, exchange of external and internal information. External information, including market share, regulatory requirements and customer complaints and other information. The method of internal information including accounting system that records created by the regulatory authorities and reporting of business and economic matters, maintenance of assets, liabilities and owners' equity and recorded. Communication is so that employees understand their responsibilities to maintain control over financial reporting. There are ways to communicate policy manuals, financial reporting manuals, reference books, as well as examples such as verbal communication or management.Monitoring: It refers to the evaluation of internal controls operation of the quality of the process, namely the reform of internal control, operation and improvement activities evaluated. Including internal and external audits, external exchanges.Five elements of internal control system is actually wide-ranging, interrelated influence each other. Control environment is the basis for the implementation of other control elements; control activities must be based on the risks faced by companies may have a detailed understanding and assessment basis; while risk assessment and control activities within the enterprise must use effective communication of information; Finally, effective monitoring the implementation of internal control is a means to protect the quality. Three goals and five elements for the formation and development of the internal control system theory laid the foundation, which fully reflects the guiding ideology of the modern enterprise management idea that security is the result of systems management. COSO report emphasizes the integration framework and internal control system composed of five elements, the framework for the7西安交通大学城市学院本科毕业设计（论文）establishment of an internal control system, operation and maintenance of the foundation.In summary,because of social, economic and environmental change management, internal control functions along with the changes, in order to guide the evolution of the internal control theory. As can be seen from the history of the development of internal control theory, often derived from the internal control organizational change management requirements, from an agricultural economy to an industrial economy, innovation management methods and tools for the development of the power to bring internal controls.From the internal containment center,controlled by the internal organization of the mutual relations between the internal control of various subsystems and went to COSO as the representative to the prevention and management loopholes to prevent the goal, through the organization of control and information systems,to achieve the overall system optimization of modern internal sense of control theory, from Admiral time, corresponding to the two economic revolution.Therefore, in the analysis of foreign internal control theory and Its Evolution, requires a combination of prevailing socio-economic environment and business organization and management requirements, so as to understand the nature of a deeper internal control theory of development.8外文文献原文及译文译文：内部控制Ge.McVay一、内部控制理论的产生与发展演进内部控制在西方国家已经有比较长的发展历史，根据内部控制在不同发展阶段的特征，可以将内部控制的发展分为四个阶段，即内部牵制阶段、内部控制制度阶段、内部控制结构阶段、内部控制整体框架阶段。
内部控制外文文献及翻译
LNTU---Acc附录A关于内部控制的意见 如果要证明功能扩展到包含内部控制的有效性，那么报告准则则必须制定，若干基本问题必须被解决。
随着日益频繁增长，审计员听取了他们应该发表的一个效力于客户的内部控制制度建议的意见。
这一证明功能扩展的主张者迅速指出，目前已经有了实例如独立审计师的报告公开他们的客户的内部控制制度和一些政府机构的成效，包括一些空置中的美国证券和交易委员会，都需要一个报告。
这些证实类型的反对者公布了任何关于内部控制的有效性，他们认为，目前有显着性差异监管机构的报告要求和提出意见的内部控制将会误导公众。
本文综述了目前报告的做法，考虑到理想状态相关的危害的特点，并最后提出了一些在任何给与最后判决之前必要的予以回答的问题。
现状报告 虽然审计员的报告中的一些情况提及了内部控制的性质，但作出的本质陈述还有很大不同的效应。
大型银行。
关于对内部控制的观点事实上出现在一些大型银行和看法发行的年度报告中。
有时这些意见是被董事会要求的。
例如，下面的主张出现在1969年年度报告的一个大型纽约银行中，作为第3款的独立会计师的标准短形式的报告： 我们的审核工作包括评价有效性，大块的内部会计控制，其中还包括内部审计。
我们认为，在于程序的影响下，再加上银行内部审计工作人员所进行的审核，这些构成一个有效的系统的内部会计控制。
意见被提供给几个其他银行，但它们基本上引用的意见是一样的。
美国证券交易委员会的规定。
美国证券交易委员会表格X-17A-5，要求独立审计师作出某些有关的内部控制陈述，并必须在每年的大多数成员国家与每一个证券经纪或注册的交易商根据1934年证券交易法第15条进行交流时。
此外，美国证券交易委员会的第17a-5(g)规定要求独立的核数师的报告要包含“一份如，是否会计师审查了程序，要安全措施保障客户的证券的声明中”此外，许多股票交易所要求该报告要表明审查已取得的“会计制度，内部会计控制和程序，是为维护证券，包括适当的测试它们对以后的期间，检验日期前”，很显然，美国证券交易委员会的工作人员更倾向于考虑，会计师包括了语言相似，所要求的所有报告的交流提交给证券交易委员会。
内部控制外文翻译
基于应急理论基础下的内部控制因素及其后果的形成Determinants and consequences of internal controlin firms: a contingency theory based analysis作者：Annukka Jokip i起始页码：1-12出版日期（期刊号）：March 2009,Vol. 1, No. 3(Serial No. 10)出版单位：Springer Science and Business Media, LLC. 2009外文翻译译文：摘要：为了保证企业需求内部控制活动的有效性和信息的可靠性以及遵守法律的适用性，每个组织要选择最适合的控制系统。
因此，就必须考虑到意外事故的风险是否切合权变理论。
本文研究的是检视这些风险特点的选择是否适应他们公司内部控制结构和它是否会导致一些更加优惠的有效性的评估控制管理。
虽然内部控制的组成部分已进行单独控制，本文尝试阐明内部控制的关键点并将其放到更加广阔的背景中。
结果证明，基于对741家芬兰公司的调查研究，表明公司用内部控制结构来应对环境的不确定性，并观测控制的有效性的战略对其内部控制结构有着显著的效果。
关键词：内部控制、成效、权变理论、结构方块建模1.绪论人们普遍认为，一个内部控制系统可以帮助企业降低风险，并且使财务报表的可靠性得以保证。
因此，越来越多的企业在他们具体的操作环境下更多的关注自己的内部控制。
在巨大的管理压力下，如何提高内部控制的有效性以及董事会和股东之间的沟通效果，是目前企业亟待解决的重要问题。
由于内部控制可能会影响长期的报告，因此审计人员、供应商、客户都对内部控制关注相当。
Kinney在2000年指出，尽管内部控制对公司影响很大，但在组织环境中内部控制结构却无法实现。
虽然关于内部控制的文献在国际研究上已取得进展，但迄今为止，内部控制的研究数量有限。
在2004年Selte and Widener出版的专业文章中提出，在管理控制中研究较少的内部控制有着很强的实用性。
内部控制【外文翻译】
内部控制【外文翻译】外文文献翻译译文一、外文原文原文：Internal controlIntroductionThe system of internal control over financial reporting in Japan under the Financial Instruments and Exchange Act (FIEA) was implemented as of the fiscal year starting on April 1 2008.Under this system, executive officers of listed companies are obligated to evaluate their company's internal control over financial reporting and to file the results of such evaluation in the form of an internal audit report with the Financial Services Agency (FSA). In this report, executive officers should state material weakness if they judge any material weakness exists in the company's internal control over financial reporting. The report should also be audited by outside accounting auditors before being filed with the FSA. Since most Japanese companies have a fiscal year that ends in March, June 2009 will be the first time most companies file such a report.When the internal control system was introduced, it made reference to the Sarbanes-Oxley Act of the US. Under the Japanese system, clear standards were set regarding the set-up of internal controls over financial reporting in an effort to prevent the creation of excessive documentation and to control costs, two issues which had occurred in the US. However, even with such standards, some uncertainty exists. In particular, uncertainty arises regarding the connection between this system under the FIEA and the rules of the Companies Act.Failure to submit the internal audit report or submission of false statements can lead to liabilities and criminal penalties under the Financial Instruments and Exchange Act (FIEA). However, if there is a material weakness in the company's internal controls over financial reporting and executive officers disclose such material weakness in theinternal audit report, no sanctions will be imposed under the Financial Instruments and Exchange Act, nor will it directly lead to the director's liabilities under the Companies Act. Rather, disclosure of such material weakness is thought to be desirable, because by disclosing such material weakness, a company can improve the quality of its internal control over financial reporting, which will enable the company to submit more accurate financial reports in the future.Internal control is a process-effected by an entity's board of directors, management, and other personnel--designed to provide reasonable assurance regarding the achievement of objectives in the following categories: reliability of financial reporting, effectiveness and efficiency of operations, and compliance with applicable laws and regulations. Internal control consists of the following five interrelated components.1、Control environment sets the tone of an organization, influencing the control consciousness of its people. It is the foundation for all other components of internal control, providing discipline and structure.2、Risk assessment is the entity's identification and analysis of relevant risks to achievement of its objectives, forming a basis for determining how the risks should be managed.3、Control activities are the policies and procedures that help ensure that management directives are carried out.4、Information and communication are the identification, capture, and exchange of information in a form and time frame that enable people to carry out their responsibilities.5、Monitoring is a process that assesses the quality of internal control performance over time.The interlaced audit issue is as follows: under the internal control system of the Companies Act, company auditors must audit the method and the results of the accounting audit conducted by outside accounting auditors. On the other hand, the internal control system of the FIEA requires the outside accounting auditors to auditthe company auditors' monitoring of internal financial controls. Therefore, company auditors that audit outside accounting auditors under the Companies Act are audited by the same outside accounting auditors under the FIEA. This interlaced audit however is expected to make each audit more effective because the company auditor and the outside accounting auditor will each monitor the audit of the other.The time lag issue is expected to arise due to the timing of the submissions of the various audit reports required under the FIEA and the Companies Act. Company auditors will need to prepare and submit audit reports regarding the execution of duties by directors for the fiscal year as required by the Companies Act. However, it is expected that these audit reports will be submitted before the internal audit report required under the FIEA is submitted and audited by the outside accounting auditors. Thus, if the internal audit report points out a material weakness that was not referred to in the audit reports prepared by the company auditor, the company auditor will be placed in a difficult position and will need to decide whether to amend andmake changes to the audit reports as such audit reports should also disclose such weaknesses. However, if the directors, the company auditors, and the accounting auditors are cooperating properly, this issue would not arise.It is expected that the system of internal control over financial reporting will prompt companies to build better control systems through cooperation between the directors, company auditors and outside accounting auditors.Connection between the two internal control systemsOn the internal financial controls and internal accounting control the similarities and differences.A difference between monitoring and control objectives.Reason for the difference between the two, simply because of financial supervision and control of the target company's material flow and cash flow, and accounting internal control object is the information flow. Understanding of Marx's words, “the production and the production of bookkeeping records are two different things after all, just to ship the same loading and shipping order are two differentthings.” Corporate material production process is based on the currency as the leading material movement, production and operation of the currency as the beginning and the end result, is achieving its goal of expanding the value of value. And accounting control is passed that have occurred in the material flow, capital flow formed by the flow of information to be the recognition, measurement, reporting. The former to productivity gains, the latter objective, the real target. However, operation of the accounting value of enterprise assets, after all, subordinate to the overall objective, we should also ask for the overall objective of internal control should also be an asset value of its end. Whyis this request? This is because the production activities of financial decisions and accounting need to subordinate corporate financial activities, accounting control objectives are to be subject to financial control target.Internal accounting control system is now setting goals, still remain in traditional accounting supervision and legal, reasonable levels, while ignoring the principles of economic efficiency, not subordinated to the overall goal of corporate finance. We know that even if the security integrity of corporate assets and personnel compliance. However, poor economic efficiency of enterprises can not continue to exist, then such an accounting internal control system, despite the integrity of the specification how beneficial for them? Accounting supervision, internal accounting controls, is the business management of the important part, if not for the continued survival and development of enterprises play a useful role, it is indeed sad . Although the internal financial control and internal accounting control objectives differ, but the overall goal should always be consistent. Accounting control objectives should always be subject to financial supervision and corporate goals. Accounting internal controls for business expenses from their own legitimacy and rationality to make judgments, give expenditure or expenditure not to start. This is the person in charge of the accounting organization's powers. The specific operation is completed by the cashier. Economic business is completed, signed by the person in charge, after verification of the accounting charge, the decision to grant or not to grant reimbursement claims. Practices through review of the original certificate and found areas of doubt or vulnerability. In acheck, be controlled when reimbursement. Another majoraccounting internal control task is to ensure that the accounting information provided by an objective, true, complete and timely.Financial internal control is based on the financial accounts of enterprises as the main target of supervision, to consider the legality of the decision-making costs, reasonable, and consistent with the principles of economic interests. The right balance of enterprises in the enterprise legal person units, in determining the expenditure, the accounting bodies and accounting personnel to provide business only the amount of funds available for expenditure obligations, and no decision-making rights. Usually the meeting was the participation by the general accountant, accounting bodies and accounting personnel did not participate in conference events. Therefore, the financial supervision to monitor the main orientation is very necessary. Financial supervision should be in advance of supervision as well, so that you can not burn in prevention. Matter of course, need supervision in order to promptly correct the error.From a doctrinal perspective the Catholic Church is highly centralized under the authority of the pope and his bishops. However, from an administrative perspective the church is quite decentralized with each diocese and each parish within the diocese having a fair amount of autonomy. Dioceses have virtually no external or regulatory oversight of their financial statements. Unlike corporations which provide quarterly financial statements to the SEC and hold quarterly conference calls with outside analysts, the church is subject to almost no recurring outside financial scrutiny. Many dioceses voluntarily post their audited annual financial statements on their website at the conclusion of the year-end audit. Additionally, many dioceses provide parishioners with an annual financial and administrativenewsletter which provides a highly summarized view of the cash flows for the year and the results of social and spiritual programs offered by the diocese. But many other dioceses do neither. Since they are not required by law to be transparent and accountable in their finances, they choose to keep their finances private.Corporate Financial Controls。
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附件1：外文资料翻译译文企业内部控制的决定因素和后果：一个权变理论为基础的分析1简介人们普遍认为，内部控制制度能帮助企业降低风险、保证财务报表的可靠性和加强对法律法规的遵守。
因此，一些企业的倒闭现象和一些欺诈行为的广泛宣传逐渐增加，针对企业特定的经营环境，从而使企业对内部控制制度更加重视。
有效地管理对加强企业内部控制的有效性，并有效地传达给董事会和股东具有更大的压力。
例如审计人员、供应商、顾客跟内部控制也有关系，因为它们可能影响长期财务报告的可信度、管理人员的责任和企业的组织形式。
尽管内部控制是影响公司的一个重要因素，证据表明，内部控制结构的实际表现在组织结构中是不存在的。
正如金尼所提到的那样，该议题还未被研究人员所开发。
关于内部控制的专业文献对于发展国际管制框架已经取得了一定的进展，但迄今为止，内部控制研究的数量是有限的。
Selto和Windener出版的研究和分析的专业文章，发现在管理控制的研究中，关于内部控制专题的文学比实际文学少。
人们越来越重视内部控制业务发挥的作用，缺乏现有的研究，所以建立新的研究需要和机会是当务之急。
这项研究有助于了解内部控制结构及其在公司环境中的成效。
即使内部控制框架提出了内部控制的一个标准化的结构和目标，他们认为根据公司的特点来判断内部控制的不同需要。
然而无论是框架还是先前的文学都不能提供一个适合于企业特点及其控制系统关系的图片。
因此，本研究利用一个应急的方法来审查内部控制结构的设计及其在不同环境下观察到的成效。
研究报告分析了结构方程关系模型和芬兰提出的741公司的实证结果。
这项研究结果使内部控制几个重要方面的研究知识增加了局限性。
首先，研究提出利用实证研究结果对内部控制及其在实践中的有效性进行研究。
世界各地有一些组织把内部控制框架作为基金会开展活动。
无论如何，还有一些关于实践框架以外的证据，从而对模式有一个更深入的研究的重视。
除了少数以外，早期研究通常集中于特定的控制因素，如控制环境、通讯或风险评估。
在这项研究中，内部控制的概念作为一个整体在不同情况下进行研究。
第二，内部控制理论的应急措施尚未充分研究，甚至在文学之前，即使这种关系能够更好的了解内部控制在组织中的关键作用。
第三，从知识管理的角度来看对内部控制认识的不足。
迄今文献集中于外部各方，他们认为尽管该组织涉及的是内部控制，实际上是管理的责任。
因此，本研究重点强调对管理层的看法和所接受调查的企业。
第四，本研究探讨的重要特征是应把一个组织的内部控制为考虑重点。
这样做的目的是以确定哪些因素有助于解释内部的变化能影响控制系统及其观察效果。
但是，该模型的研究是在产量不同的情况下的研究结果，研究了二元和多元的设置。
因此，本文采用了适用于内部控制研究的应急方法和扫描电镜技术，通过内部控制结构和替代情况下观察到的效果来了解其共同点和分歧，这是对内部控制探讨的一个重大贡献。
因此，这项研究提供了一个方法来识别不同组织的特殊需要。
2研究框架控制系统的设计能够协助管理人员以实现其公司的目标和期望的结果。
内部控制系统可能增强了企业的检测和报告程序以及对法律和法规的遵守。
通过内部控制这种有效的方式能够使其在企业中发挥关键的作用。
但是，正如我们所看到的，从实际调查结果来看，内部控制不存在于真空。
COSO框架指出两个组织应该不会有类似的内部控制系统，除非该组织是相同的。
组织环境对于内部控制系统可能会有所不同，在内部控制框架提出的这项声明是类似的应变理论，该理论声称每个组织都有选择考虑采取最适当的应变特性控制系统，还提供了各种关于内部控制制度在实践中的解释。
然而，权变理论构成了一种新的方法来研究内部控制，理论基础和特点的选择从应急性控制文献获取。
因此，管理控制是一个重要的控制因素，一直是权变理论研究的组织体系。
在文献回顾以及对这些研究的基础上进行研究分析，其目的是了解内部控制结构的特点和影响其观察的成效。
3内部控制框架根据内部控制广泛的内容，它涵盖了一个组织的各个方面，有一个明确的要求就是要有一个共同的控制的概念。
著名的框架包括一个有效地内部控制的定义和目前内部控制结构的组成部分。
例如COSO规定，内部控制可以被判定为有效时，董事和管理委员会将会明白在何种程度上能够实现实体业务的目标，公布的财务报表的准确可靠，使用的合理保证以及对法律法规的遵守。
因此，在这中间的内部控制研究效益的定义以及如何实现内部控制管理观念上的目标可以得到解释。
同样，不同的条款对一个适当的内部控制框架结构的描述有以下五个部分组成，分别为：1控制环境部分界定了一个组织和它的运作方式。
这个部分是指一种使人们能够进行活动和履行控制职责的气氛。
它在公司中创建了一种整体的控制文化。
2风险评估部分，是指在风险处理的过程中威胁到该公司目标的实现，它涉及到识别、分析和评估相关的风险。
3控制活动部分，是指通过政策、程序和做法以确保管理的目标得以实现并有效地实施缓解风险的战略。
4信息和通信部分，该部分确保相关信息被识别和获取，使工作人员通过有效地沟通来履行其职责和责任。
5监测部分是指评估质量的过程，它涵盖了有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。
在本研究中定义的内部控制结构的五个组成部分。
据说，为了有一个适当的内部控制系统的框架，内部控制这些组成部分必须提出并正常运行。
大部分在这一领域研究重点就是研究特定的控制因素。
Stringer和Carey检查了所有五个组成部分，并使用了质的研究方法和单独部分的研究。
在这项研究中可以看到，利用内部控制的组成部分和有效性来分析内部控制的潜在变量。
应当指出的是在这项研究中，分析水平是理论和具体的个人控制或判断而并非主要焦点。
此外，公司的分析水平是CEO和其他企业人员应该具备的企业管理水平。
4研究方法该样本是取自MicroMedia数据库，其中包含的信息来自于超过16万家的芬兰公司。
数据库的特点是，它包括首席执行官的电子邮件地址。
对样本的选择标准是：（一）公司的员工数量应该超过14人；（二）公司的年度营业额应在300万欧元左右；（三）所有行业都包括在内，除了金融业、保险业及公共管理；（四）现有的首席执行官的电子邮件地址是可用的。
其目的是要确保在芬兰的样本中，大规模的公司包括两个第一准则，这一点很重要。
因为这是由最高管理层直接参与的弥补不太复杂的控制系统，因此内部控制系统结构的存在对于小公司来说不那么明显。
此外，我们的目标是要覆盖至少一个中层经理，以确保公司的内部控制制度的存在。
选择的标准除了在金融及保险服务和公共管理机构以外，它们更容易受到公司内部控制的监管。
还有一个重要的选择标准是由于网上调查是获取首席执行官电子邮件地址的主要方法，它的目的是要确保目标人群和数量。
在评价过程结束1469公司发现了一些符合的选择标准。
通过收集问卷调查的实证数据，我们从众多企业有效地收集了大量的统计资料，并与管理层进行直接接触，这一点很重要。
因为确定内部控制的有效性是主观的对已进入内部控制系统的运行管理进行详细的了解，而不提供使用档案数据收集的信息，例如外部审计师。
问卷有三个部分组成，第一部分，例如在一个公司把审计人员作为控制变量，它可能影响内部控制的质量。
在这一部分对变量进行调整，以提高有效性和可靠性。
第二部分着重于内部控制结构，包括对内部控制的组成部分的问题，即控制环境、风险、评估活动、信息与沟通、监控。
第三部分探讨内部控制管理有效性的评估，包括对财务活动的效率和可靠性、管理信息的及时性和有效性以及适用的法律法规问题。
附件2：外文原文（复印件）Determinants and consequences of internal control in firms:a contingencytheory based analysis1IntroductionIt is generally believed that an internal control system reduces risks and helps firms ensure the reliability of financial statements and compliance with 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 effectiveness of internal control and to effectively communicate this to the board of directors and shareholders. 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 the corporate form of organization.Despite the fact that internal control is an essential factor affecting the firm, the evidence of the actual performance of an internal control structure within the organizational environment is almost non-existent, and the topic relatively unexplored by researchers, as noted by Kinney. The professional literature on internal control has made progress toward developing international control frameworks, but so far the amount of internal control research is limited. Selto and Widener analyze published research and professional articles and find that there were fewer internal control topics in the management control research literature than in practical literature. Increasing emphasis on the role played by internal control in business, and the lack of existing research, creates new research needs and opportunities.This study contributes to the understanding of the internal control structure and its observed effectiveness in company contexts. Even though the internal control frameworks present a standardized structure and objectives for internal control, they still advise that the need for effective internal control varies according to a firm’scharacteristics. However, neither frameworks nor prior literature provide an adequate picture of the relationships between a firm’s characteristics and its control system. Therefore, this study utilizes a contingency approach to examine the design of the internal control structure and its observed effectiveness in different contexts. The study examines relationships using structural equation modeling and presents empirical results from 741 firms in Finland.The results of this study add to the limited internal control research knowledge in several important respects. First, the study presents empirical findings using measurement models for internal control and its effectiveness in practice. There are organizations worldwide which have used internal control frameworks as a foundation for conducting activities. At any rate, there is little evidence about frameworks outside practice, and thus the models deserve more intensive research attention . With a few exceptions earlier studies have usually concentrated on particular control elements, such as the control environment, communication or risk assessment. In this study the internal control concept is examined as a whole in different contexts. Second, the action of contingency theory on internal control has not been examined sufficiently within the prior literature even though that relationship plays a critical role in better understanding internal control within organizations. Third, there is a lack of knowledge about internal control from the point of view of management. The literature has so far concentrated on the external parties’ view,although organizing internal control in the organization is in fact the responsibility of management. Therefore, in this study the perceptions of the management of the surveyed firms are the focus.Fourth, this study examines important contingency characteristics that should be taken into account when focusing on the internal control in an organization. The aim is to determine which characteristics are helpful in explaining variations in an internal control system and its observed effectiveness. However, the model examined, yields different results when examined in a bivariate or in a multivariate setting. Therefore, this paper demonstrates how a contingency approach and SEM technique may be applied to internal control research. Understanding commonalities and differences in internal control structures and observed effectiveness in alternativecontexts makes a significant contribution to the internal control discussion. Thus, the study provides a means to identify the special needs of different organizations. The rest of the paper is organized as follows. The next section presents a research framework and the following section presents definitions of constructs and the literature related to the research questions. The fourth section explains the survey design and measurement of variables. Following that, the paper elaborates on the empirical analysis using the SEM method based on data collected from 741 Finnish firms. The sixth section includes a discussion of the results. The last section ends with the conclusions and limitations of the study.2Research frameworkControl systems are designed to assist m anagers to achieve their firm’s goals and desired outcomes. An internal control system potentially enhances a firm’s monitoring and reporting processes, as well as ensuring compliance with laws and regulations. In this way effective internal control has a critical role to play in a firm’s success. But, as we can see from the practical findings, internal control does not exist in vacuum. The COSO framework states that two organizations should not have similar internal control system unless the organizations are identical. The need for, and the specifics of, internal control systems may vary in organizational contexts. This statement presented in the internal control framework is analogous to contingency theory that claims that each organization has to choose the most suitable control system by taking into account contingency characteristics. The contingency approach therefore offers an explanation for the variety of internal control systems found in practice.3Internal control frameworkAccording to the broad view of internal control, it covers all aspects of an organization and there was a clear demand for a method of pulling together control concepts to form an integrated internal control framework. Well-known frameworks include a definition of effective internal control and present the components of the internal control structure. For example COSO states that internal control can bejudged to be effective when the board of directors and management have reasonable assurances that they understand the extent to which the entity’s operational objectives are being achieved, the published financial statements are being prepared reliably, and the applicable laws and regulations are being complied with. Therefore, in this study effectiveness of internal control is d efined in terms of management’s perceptions of how well these three internal control objectives are met.Similarly, in the frameworks a proper internal control structure is described in different terms, but the following five components can be identified:1 The control 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 assessment component refers to the processes of dealing with the risks that pose a threat to achieving the firm’s objectives. It involves the identification, analysis and assessment of relevant risks.3 The control activities component refers to policies, procedures and practices that assure management that the objectives are achieved and the risk mitigation strategies are carried out effectively.4 The information and 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 responsibilities 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.In this research these five components define the internal control structure.2 It is stated in the frameworks that in order to have an adequate internal control system these components of internal control must be presented and function properly. Most of the research in this field focuses on examining particular control elements. Stringer and Carey examines all five components but use a qualitative approach and examine the components separately.In this study internal control components and observed effectiveness are used as latent variables in the analysis. It should be noted that the level of analysis is theoretical and specific individual controls or judgments are not the main focus of the study. Furthermore, the level of analysis in the firms is at the corporate control level as applied by the CEO and other corporate officers.4Research methodThe sample was drawn from the MicroMedia Database, which contains information on over 160,000 Finnish firms. A special characteristic of the database is that it also contains CEOs’ e-mail addresses. The selection criteria of the sample were: (i) the number of employees in the firm should be over 14, (ii) the annual turnover of the company should be over 3 million euros, (iii) all industries were included, except financing and insurance services, and public administration, (iv) existing direct email addresses for the CEOs were to be available.The aims of the two-first criteria were to ensure that the sample consisted of medium and large size companies in Finland. This was important because in small firms direct involvement by the top management compensates for less sophisticated control systems, and therefore, the existence of an internal control structure is not so obvious. Moreover, the aim was to cover firms with at least one middle level manager to ensure the existence of an internal control system. The third selection criterion excluded financing and insurance services and public administration organizations, because they are more regulated by internal controls than are companies in other industries. The last important selection criterion, due to the Web-based survey method, was the direct e-mail address of the CEO. It was intended to ensure the engagement of the target population and a large enough number of responses. At the end of the evaluation process 1,469 companies were found which met the selection criteria. Empirical data were collected through a web-based questionnaire. This method made it possible to efficiently collect statistical information from numerous firms and make direct contact with management. This was important, because determining internal control effectiveness is subjective and management has current and detailed insightinto the operation of the internal control system. The information collected is not available from archival data used, for example, by external auditors. To check the relevance and the construct of the questionnaire it was pre-tested with a small group of academics and CEOs, which resulted in some modifications to the wording and in the presentation of the questionnaire. The questionnaire consists of three parts. The first part includes questions on control variables and contingency characteristics. For example the existence of an internal auditor in the firm was used as a control variable; it may have influence on the quality of internal control. The variables in this part were adapted from earlier studies to enhance the validity and reliability of the measures. The second part focuses on the internal control structure and includes questions on the components of internal control; that is, the control environment, risks, control activities, information and communication, and monitoring. The third part examines management’s evaluations of internal control effectiveness and includes questions on the efficiency and effectiveness of activities, reliability and timeliness of financial and management information, and compliance with applicable laws and regulations.。