Robert H. Barr and Stanley Y. Chang
There has been an intensified recognition of the importance ofcorporate operational audits since the Foreign Corrupt Practices Act andthe Treadway Commission Report. As a…
Abstract
There has been an intensified recognition of the importance of corporate operational audits since the Foreign Corrupt Practices Act and the Treadway Commission Report. As a consequence, outsourcing (or contract) internal auditing has become a new service arena for many public accounting firms. This also looms as a new challenge to internal audit professionals. Examines the service forms, advantages, and disadvantages of contract internal auditing. Discusses the implications of such a new trend from the perspectives of individual practitioners and the profession as a whole.
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Stanley Y. Chang and Roselyn E. Morris
While internal auditors in financial institutions have only nominaldirect legal responsibility, there is implied indirect responsibility.As a defence to such potential, an audit…
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While internal auditors in financial institutions have only nominal direct legal responsibility, there is implied indirect responsibility. As a defence to such potential, an audit department could substantiate its “due dilligence” efforts by identifying basic elements of internal controls and performing audits on a regular basis in areas with high risk exposures. Presents a list of suggested audit frequencies and necessary internal controls for some of the most vulnerable areas in the banking industry. These suggestions should be helpful to audit departments in planning and scheduling their activities, as well as helping the institutions in cutting external audit fees that may otherwise be required in a weak internal control environment.
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Stanley Y. Chang and Roberta Ann Jones
The outright sale of government assets is probably the most common form of privatization in the United Kingdom.1 Two primary pricing conventions have been used. Fixed-price stock…
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The outright sale of government assets is probably the most common form of privatization in the United Kingdom.1 Two primary pricing conventions have been used. Fixed-price stock offerings make single-priced shares available to the public. Tender stock offers, however, do not fix stock prices in advance; thus the price is determined by market forces.
This article identifies major public financial management developments in the European Community (EC). Despite a certain degree of disparity, the EC member countries have had a…
Abstract
This article identifies major public financial management developments in the European Community (EC). Despite a certain degree of disparity, the EC member countries have had a number of common developments in public financial management. In general, central governments of most EC member countries were faced with resource constraints, growing spending demands and large budget deficits. Moreover, fiscal changes had to be made in order to reach the single European market goal targeted by 1992. Thus, several fiscal policy and management initiatives were developed including tax reforms, changes in spending programs, improve-ments of government performance, and fiscal harmonization. The results of these initiatives are reflected in the patterns of central government receipts and outlays in the EC member countries.
Gives a bibliographical review of the finite element methods (FEMs) applied for the linear and nonlinear, static and dynamic analyses of basic structural elements from the…
Abstract
Gives a bibliographical review of the finite element methods (FEMs) applied for the linear and nonlinear, static and dynamic analyses of basic structural elements from the theoretical as well as practical points of view. The range of applications of FEMs in this area is wide and cannot be presented in a single paper; therefore aims to give the reader an encyclopaedic view on the subject. The bibliography at the end of the paper contains 2,025 references to papers, conference proceedings and theses/dissertations dealing with the analysis of beams, columns, rods, bars, cables, discs, blades, shafts, membranes, plates and shells that were published in 1992‐1995.
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The introductory chapter includes how to design-in good practices in theory, data collection procedures, analysis, and interpretations to avoid these bad practices. Given that bad…
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The introductory chapter includes how to design-in good practices in theory, data collection procedures, analysis, and interpretations to avoid these bad practices. Given that bad practices in research are ingrained in the career training of scholars in sub-disciplines of business/management (e.g., through reading articles exhibiting bad practices usually without discussions of the severe weaknesses in these studies and by research courses stressing the use of regression analysis and structural equation modeling), this editorial is likely to have little impact. However, scholars and executives supporting good practices should not lose hope. The relevant literature includes a few brilliant contributions that can serve as beacons for eliminating the current pervasive bad practices and for performing highly competent research.
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Martin Götz and Ernest H. O’Boyle
The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and…
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The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).