[雙語(yǔ)翻譯]內(nèi)部控制外文翻譯—內(nèi)部控制與企業(yè)風(fēng)險(xiǎn)管理透視（節(jié)選）

1、字?jǐn)?shù)：英文 字?jǐn)?shù)：英文 2788 2788 單詞， 單詞，16276 16276 字符；中文 字符；中文 5242 5242 漢字 漢字出處： 出處：?dil dil Kaya.Perspectives Kaya.Perspectives on on Internal Internal Control Control and and Enterprise Enterprise Risk Risk Management[J]Eurasia

2、n Management[J]Eurasian Business Business Perspectives.2017,11(02):379-389 Perspectives.2017,11(02):379-389外文文獻(xiàn)： 外文文獻(xiàn)： Perspectives on Internal Control and Enterprise Risk ManagementAbstract Grounded on the literature r

3、eview on Enterprise Risk Management (ERM) this paper aims to analyze the extent and the effectiveness of internal control as well as ERM and to explore their connection with the value creation. A theoretical lens is used

4、 to discuss whether effective internal control and ERM enhance performance and increase value creation ability. ERM is most frequently defined with the reference to the 2004 Guidance document published by Committee of Sp

5、onsoring Organizations of Treadway Commission (COSO). Proponents of COSO’s ERM Integrated Framework describe this framework as “a world-level template for best practice”, and claim that ERM used by management to enhance

6、an organization ability to manage uncertainty and to consider how much risk to accept as it strives to increase stakeholder value. Additionally the Internal Control— Integrated Framework is a viable and suitable framewor

7、k for designing, implementing, conducting and assessing the effectiveness of internal control and for reporting. The relationship between value creation and ERM is widely investigated in academic literature. Empirical st

8、udies on the value creation abilities of ERM and internal control suggest that there is a positive relation between value creation, internal control and ERM. These studies reveal that firm performance and value are enhan

9、ced by high-quality ERM adoption and implementation. Using different identifier of ERM such as Standard and Poor’s risk management ratings or presence of a Chief Risk Officer, the potential to erode or enhance value.Prop

10、onents of COSO’s ERM Integrated Framework describe this framework as “a world-level template for best practice”, and claim that ERM used by management to strengthen an organization ability to manage uncertainty and to co

11、nsider how much risk to accept as it strives to increase stakeholder value. Additionally the Internal Control—Integrated Framework is a viable and suitable framework for designing, implementing, conducting and assessing

12、the effectiveness of internal control and for reporting. COSO’s principal argument is that the essential prerequisites of firms’ long term success are good risk management and internal control (DeLoach and Thomson 2014).

13、While internal control has been always an important field for internal and external audit, risk management has been a vital concern on the fields of finance and insurance but it is received widespread attention following

14、 accounting and corporate scandals in the beginning 2000s and 2008 global crisis (Wu et al. 2015). Section 404 of Sarbanes-Oxley Act and its impacts and repercussions on global capital markets have put the spotlight on C

15、OSO’s Internal Control Framework and the recent economic crisis has heightened considerably the importance of ERM (Landsittel and Rittenberg 2010).Grounded on the literature review on ERM this paper aims to analyze the e

16、xtent and the effectiveness of internal 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

17、 and increase value creation ability. The remainder of the paper is presented in three sections. Section 2 expands upon the COSO Integrated Frameworks. This is followed by the related literature that provides an overview