- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
Purpose – This article examines management accounting practice in relation to the two aspects of Enterprise Risk Management (ERM): risk management and internal controls. Methodology/Approach – We conducted a survey of experienced management accountants to find out about the risk management and internal control aspects of their current ERM practices, and their perceived effectiveness in performing various ERM roles, within the context of the ERM culture and the level of information systems support for ERM in their organizations. Findings – In terms of the risk management aspects of ERM, the management accountants in the survey contribute highly to managing risks of a financial or compliance/legal nature and tend to focus mostly on risks with potentially higher impact and higher likelihood of occurring. In terms of the internal control aspects of ERM, they play a highly important role in ERM activities related to prevention and internal risk treatment. Their organizations have an ERM culture that is perceived as open to challenging discussions about risk and have implemented IS support for management accounting in areas such as information security and standardized information architecture. Overall, the effectiveness of their contributions to ERM is perceived to be high in the areas of compliance and finance-related risk. Originality/Value – We develop a framework and offer empirical evidence about the ERM contributions of management accountants. We propose and use two original scales: one to classify ERM activities, and the other to assess ERM culture.
Our study surveyed experienced management accountants to obtain empirical information about their contributions to ERM (both in terms of risk management and internal control), the context in which these contributions take place (in terms of ERM culture and IS support), and the effectiveness of such contributions. In terms of risk management, the results indicate that the management accountants in the survey contribute highly to managing risks of a financial or compliance/legal nature. Furthermore, the management accountants in the study tend to focus mostly on risks they perceive as having potentially higher impact (in terms of monetary consequences) and a higher likelihood of occurring. However, when impact is perceived to be low, likelihood of occurrence does not seem to significantly influence the degree of risk management focus. In terms of the internal control aspects of ERM, the role played by management accountants is highly important for ERM activities related to prevention and internal risk treatment. On average, the respondents reported that their organizations’ ERM culture was characterized by openness to challenging discussions about risk. Consistent with these observations, their organizations had implemented IS support for the work of management accountants in areas such as information security and standardized information architecture.