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The Governance Committee Process For U.S. Publicly Traded Firms, Richard Clune, Dana R. Hermanson, James G. Tompkins, Zhongxia (Shelly) Ye
The Governance Committee Process For U.S. Publicly Traded Firms, Richard Clune, Dana R. Hermanson, James G. Tompkins, Zhongxia (Shelly) Ye
Accountancy Faculty Publications
The Governance Committee (GC) is responsible for overseeing the effective functioning of the board of directors, but no previous research has been done on the GC process. Through in-depth interviews with 20 GC Chairs and members in U.S. publicly traded firms, we find that the GC undertakes a wide spectrum of processes as it fulfills its responsibilities in the areas of board, committee, and peer evaluation; governance principles, policies, and processes; board committee membership and leadership; director education; and Chief Executive Officer and executive management succession planning. We identify four potential threats to the GC being truly focused on improving …
The Governance Committee Process For U.S. Publicly Traded Firms, Richard Clune, Dana R. Hermanson, James G. Tompkins, Zhongxia (Shelly) Ye
The Governance Committee Process For U.S. Publicly Traded Firms, Richard Clune, Dana R. Hermanson, James G. Tompkins, Zhongxia (Shelly) Ye
Accountancy Faculty Publications
The Governance Committee (GC) is responsible for overseeing the effective functioning of the board of directors, but no previous research has been done on the GC process. Through in-depth interviews with 20 GC Chairs and members in U.S. publicly traded firms, we find that the GC undertakes a wide spectrum of processes as it fulfills its responsibilities in the areas of board, committee, and peer evaluation; governance principles, policies, and processes; board committee membership and leadership; director education; and Chief Executive Officer and executive management succession planning. We identify four potential threats to the GC being truly focused on improving …
The Integration Of Erm And Strategy: Implications For Corporate Governance, Therese R. Viscelli, Dana R. Hermanson, Mark S. Beasley
The Integration Of Erm And Strategy: Implications For Corporate Governance, Therese R. Viscelli, Dana R. Hermanson, Mark S. Beasley
Accountancy Faculty Publications
Since the early 2000s, expectations have increased for organizations to strengthen corporate governance with enterprise risk management (ERM) processes, with the accounting profession playing a major role in these efforts. The ultimate goal of an effective ERM process is to help boards and senior executives to manage risks in the context of strategy so that the organization is more likely to achieve its key objectives. We conduct semi-structured interviews of 15 ERM champions to provide insights about whether the ERM process is integrated with the strategic-planning and execution processes of the firm. We find that while the decision to launch …
Unique Characteristics Of Predator Frauds, Dana R. Hermanson, Scot E. Justicce, Sridhar Ramamoorti, Richard A. Riley Jr
Unique Characteristics Of Predator Frauds, Dana R. Hermanson, Scot E. Justicce, Sridhar Ramamoorti, Richard A. Riley Jr
Accountancy Faculty Publications
Previous research has called for examination of differences in the fraud profile between “predator” fraudsters (repeat offenders) and “situational” fraudsters (first-time offenders). Using data from nearly 2,800 fraud cases included in the Association of Certified Fraud Examiners' Report to the Nations database, we identify unique characteristics of predator frauds. In the primary analysis, we find that predator fraudsters are less likely to be in leadership positions, are less educated, and tend to target smaller companies, while appearing less likely to target public companies. Predator frauds are shorter, but more costly overall, and there is some evidence that predator frauds are …
The Integration Of Erm And Strategy: Implications For Corporate Governance, Therese R. Viscelli, Dana R. Hermanson, Mark S. Beasley
The Integration Of Erm And Strategy: Implications For Corporate Governance, Therese R. Viscelli, Dana R. Hermanson, Mark S. Beasley
Accountancy Faculty Publications
Since the early 2000s, expectations have increased for organizations to strengthen corporate governance with enterprise risk management (ERM) processes, with the accounting profession playing a major role in these efforts. The ultimate goal of an effective ERM process is to help boards and senior executives to manage risks in the context of strategy so that the organization is more likely to achieve its key objectives. We conduct semi-structured interviews of 15 ERM champions to provide insights about whether the ERM process is integrated with the strategic-planning and execution processes of the firm. We find that while the decision to launch …