JOURNAL OF INTERNATIONAL ACCOUNTING RESEARCH Vol. 9, No. 2 2010 pp. 21–43 American Accounting Association DOI: 10.2308/jiar.2010.9.2.21 The Effect of Institutional and Cultural Factors on the Perceptions of Earnings Management Marshall Geiger and Joyce van der Laan Smith ABSTRACT: In this study we examine the effect of stakeholder orientation versus shareholder orientation, and the level of cultural secrecy on individuals’ perceptions of earnings management practices. Examining perceptions
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Chapter 6: 1. SOX has introduced sweeping changes in the name of enforcing corporate ethnics. Is it really a “fair” piece of legislation? Explain your answer. In my opinion, it is not a really a “fair” piece of legislation. In 2002, the passage of Sarbanes-Oxley heralded sweeping reforms affecting the content and preparation of disclosure documents by public companies. As part of the reforms, the legislation requires companies to disclose the fundamental business values by which the senior
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Q1: Four components of Mariott’s financial strategy are consistent with its growth objectives. The growth objective is to increase sales and earnings per share. All of the four components of Mariott’s financial strategy are consistent with its growth objectives. Strategy one, managing rather than owning hotel assets, leads to decrease in cost. Save on the costs can be invested in more hotels and generate profits after pre-specified return. Strategy two, investing in projects that increase shareholders
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Mr. Smith, the president of LJB Company, he has informed me of his decision to make the company a public entity. Before this process can happen, we must first review any new rules or regulations that apply to private companies going public. Good corporate governance within an organization could make a company more attractive to potential buyers, investors, and other capital sources. After reviewing the Sarbanes-Oxley Act 404 of 2002, all public traded US corporations are required to maintain an adequate
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lot more than what they are currently being paid. In part, the issue is about equity – or the lack of it. Compensation for senior executives, especially CEOs, has climbed to levels that strike many as excessive under almost any circumstances. The Corporate Library reports that CEO pay at the nation’s 500 largest firms averaged about $10.9 million a year – plus another $364,000 in perks (Schings, 2014). The gap between the boss and workers has also stretched to levels that many find difficult to comprehend
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Chief Executive Officer in TESI Company Setting vision, principles and values in one company is the main task for one CEO. Questions such as: Which markets will the company join? What products? Where the company will be in 5 years’ time? How the company gets there? ... Have to be decided by him. The CEO chosen will ensure the development and the implementation of a strategic plan for the Company TESI to maximize shareholder’s profits, he will recommend it to the Board for review and, in the Board’s
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Corporate Finance 1) Finance – providing and utilizing the money 2) Business Finance – means rising, providing and managing of all money to be used in. 3) Financing – means rising of funds or collecting of funds with a minimum cost. 4) Goals of financial manager – 1) Profit maximization 2) Shareholders wealth maximization. 5) Financial system – is the collection of markets, individuals, institutions, laws, regulations and techniques through which bonds, stocks and other securities are traded
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SUMMARY OF MAJOR CHANGES INTRODUCED IN CPS 220 AND CPS 510 Significant risk management standards that were introduced in the May 2013 proposals included (but were not limited to): Establish designated risk management framework within the APRA-regulated organisation, including appointing a Chief Risk Officer (CRO) who: * is independent, and involved in (and provides an effective challenge to) activities and decisions that may materially affect the organisation’s risk profile; * has
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and signalling of f rm quality leads to a non- linear i relationship between managerial ownership and the risk exposure of a firm. The determinants of performance and ownership are estimated simultaneously. JEL Classification: G32; C23 Keywords: corporate governance, managerial ownership, firm performance, small and medium-sized enterprises. This paper was produced as part of the Centre’s Labour Markets Programme Acknowledgements We thank Bernd Fitzenberger, Steve Nickell and Marcia Schafgans for
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INSTITUT SINARAN DIPLOMA IN COMMERCE MRL 233 – Business Communication English Assignment 2 – Meeting Minutes Student Name : Chin Yee Shing Student ID : 13DM245 Lecturer’s Name : Ms Deborah Leduning Due Date 29 September 2014 GGWP FILMSMINUTES OF THE 5TH MEETING OF THE BOARD OF GGWP FILMSDATE : 09 September 2014DAY : TuesdayTIME : 1pmVENUE : Conference RoomPresent: 1. Ms Aurora Lee (Chief Executive Officer-Chairperson) 2. Ms Tahnee Matshushita (Chief Operating Officer)
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