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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS<br />

JANURAY 2011<br />

VOL 2, NO 9<br />

For banks, <strong>in</strong>formation is valuable and worthwhile, and disclosure <strong>of</strong> past faults and<br />

embezzlements would have an adverse effect on their reputation.<br />

4. Study Hypotheses<br />

Nihilism ma<strong>in</strong> hypothesis: does not affect the systems <strong>of</strong> account<strong>in</strong>g <strong>in</strong>formation on the<br />

effectiveness <strong>of</strong> <strong>in</strong>ternal control <strong>in</strong> commercial banks <strong>in</strong> Jordan.<br />

The first sub-hypothesis: There is no statistically significant effect <strong>of</strong> the account<strong>in</strong>g<br />

<strong>in</strong>formation systems on the effectiveness <strong>of</strong> account<strong>in</strong>g controls <strong>in</strong> Jordanian commercial<br />

banks.<br />

Second sub-hypothesis: There is no statistically significant effect <strong>of</strong> the account<strong>in</strong>g<br />

<strong>in</strong>formation systems on the effectiveness <strong>of</strong> management control <strong>in</strong> commercial banks <strong>in</strong><br />

Jordan.<br />

The third sub-hypothesis: There is no impact <strong>of</strong> the account<strong>in</strong>g <strong>in</strong>formation systems on the<br />

effectiveness <strong>of</strong> <strong>in</strong>ternal control <strong>in</strong> commercial banks <strong>in</strong> Jordan.<br />

5. Study Model<br />

To achieve the objectives <strong>of</strong> the study and <strong>in</strong> the light <strong>of</strong> hypotheses earlier, the study model<br />

consists <strong>of</strong> dependent variables (f<strong>in</strong>ancial audit<strong>in</strong>g, which is to protect the assets <strong>of</strong> banks and<br />

the accuracy <strong>of</strong> account<strong>in</strong>g data, adm<strong>in</strong>istrative control and is <strong>in</strong> efficiency, productivity,<br />

organizational plan and abide by the rules and laws and policies, <strong>in</strong>ternal cheek and is <strong>in</strong> the<br />

discovery <strong>of</strong> errors and distortions, fraud, cont<strong>in</strong>uous improvement <strong>in</strong> the performance <strong>of</strong><br />

work) and the <strong>in</strong>dependent variable is account<strong>in</strong>g <strong>in</strong>formation systems . Figure (1)<br />

6. Study Framework<br />

6.1 Account<strong>in</strong>g Information Systems AIS<br />

Generally, economic, state <strong>of</strong> the art, and managerial developments <strong>in</strong>fluenced the managerial<br />

process <strong>in</strong> organization. As a pr<strong>of</strong>ession, account<strong>in</strong>g has developed from merely bookkeep<strong>in</strong>g<br />

function that depends on traditional approach <strong>of</strong> personal experience <strong>in</strong>to be<strong>in</strong>g an <strong>in</strong>tegrated<br />

<strong>in</strong>formation system that is fed by various account<strong>in</strong>g discipl<strong>in</strong>es (for <strong>in</strong>stance, cost account<strong>in</strong>g,<br />

f<strong>in</strong>ancial account<strong>in</strong>g, management account<strong>in</strong>g, <strong>in</strong>ternational account<strong>in</strong>g, etc.). On the other<br />

hand, an <strong>in</strong>terdiscipl<strong>in</strong>ary <strong>in</strong>teraction is noticed between account<strong>in</strong>g and other discipl<strong>in</strong>es such<br />

as statistics, economics, and management, which consolidated the process <strong>of</strong> account<strong>in</strong>g<br />

measurement and communication with various stakeholders (<strong>in</strong>vestors, government agencies,<br />

owners, creditors, etc.) <strong>in</strong>side or outside the organization .<br />

The output <strong>of</strong> an Account<strong>in</strong>g Information System is f<strong>in</strong>ancial reports and statements that<br />

enhance its effective role <strong>in</strong> managerial policymak<strong>in</strong>g and figur<strong>in</strong>g out future plans. The<br />

f<strong>in</strong>ancial reports and statements require an organizational structure that def<strong>in</strong>es responsibility<br />

and power l<strong>in</strong>es for different organizational units, achieves determ<strong>in</strong>ed goals, and supports<br />

<strong>in</strong>terdepartmental relations to achieve the strategic goals <strong>of</strong> the organization. Throughout the<br />

communication process, f<strong>in</strong>ancial reports and statements creates <strong>in</strong>terdepartmental <strong>in</strong>tegration<br />

and connectivity dur<strong>in</strong>g the implementation and control phases .<br />

COPY RIGHT © 2011 Institute <strong>of</strong> <strong>Interdiscipl<strong>in</strong>ary</strong> Bus<strong>in</strong>ess <strong>Research</strong> 367

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