000118727 001__ 118727
000118727 005__ 20230914083641.0
000118727 0247_ $$2doi$$a10.3390/jrfm15090379
000118727 0248_ $$2sideral$$a129860
000118727 037__ $$aART-2022-129860
000118727 041__ $$aeng
000118727 100__ $$0(orcid)0000-0003-0334-192X$$aJarne-Jarne, José Ignacio$$uUniversidad de Zaragoza
000118727 245__ $$aThe Impact of Organizational Culture on the Effectiveness of Corporate Governance to Control Earnings Management
000118727 260__ $$c2022
000118727 5060_ $$aAccess copy available to the general public$$fUnrestricted
000118727 5203_ $$aThe relationship between culture, earnings management and corporate governance has been studied in different ways, but the influence that culture has over the actual effectiveness of corporate governance to control earnings management has not, even though it should be a determinant factor to define successful governance schemes. Using Hofstede four organizational models as a framework, in this paper, we analyze a sample of companies listed in 16 different stock markets in terms of organizational culture, assessing their governance standards and performance in relation to earnings management, and measuring their actual effectiveness. The results confirm that earnings management is conditioned by organizational culture and that corporate governance acts as a brake on earnings management, regardless of the cultural field in which it is analyzed. However, its effectiveness depends on organizational culture, mostly on the uncertainty avoidance and the power distance. Therefore, modelling a country based on its organizational culture does limit the success of corporate governance policies and standards. This study brings in a new perspective for policy makers and practitioners to design and enforce their corporate governance policies targeting earnings management, according to the prevailing culture. The previous literature on the subject is complemented and enriched by this significant contribution, through which limitations in terms of the number of countries studied could be overcome by further studies addressing specific regions or sectors.
000118727 536__ $$9info:eu-repo/grantAgreement/ES/MICINN/PID2019-107822RB-I00
000118727 540__ $$9info:eu-repo/semantics/openAccess$$aby$$uhttp://creativecommons.org/licenses/by/3.0/es/
000118727 592__ $$a0.258$$b2022
000118727 593__ $$aAccounting$$c2022$$dQ3
000118727 593__ $$aFinance$$c2022$$dQ3
000118727 593__ $$aEconomics and Econometrics$$c2022$$dQ3
000118727 593__ $$aBusiness, Management and Accounting (miscellaneous)$$c2022$$dQ3
000118727 594__ $$a0.7$$b2022
000118727 655_4 $$ainfo:eu-repo/semantics/article
000118727 700__ $$0(orcid)0000-0003-1298-7183$$aCallao-Gastón, Susana$$uUniversidad de Zaragoza
000118727 700__ $$0(orcid)0000-0003-2717-8389$$aMarco-Fondevila, Miguel$$uUniversidad de Zaragoza
000118727 700__ $$0(orcid)0000-0001-8020-0229$$aLlena-Macarulla, Fernando$$uUniversidad de Zaragoza
000118727 7102_ $$14002$$2230$$aUniversidad de Zaragoza$$bDpto. Contabilidad y Finanzas$$cÁrea Economía Finan. y Contab.
000118727 773__ $$g15, 9 (2022), 379 [19 pp.$$pJ. risk financ. manag.$$tJournal of Risk and Financial Management$$x1911-8074
000118727 8564_ $$s640518$$uhttps://zaguan.unizar.es/record/118727/files/texto_completo.pdf
000118727 8564_ $$s2945605$$uhttps://zaguan.unizar.es/record/118727/files/texto_completo.jpg?subformat=icon$$xicon
000118727 909CO $$ooai:zaguan.unizar.es:118727$$particulos$$pdriver
000118727 951__ $$a2023-09-13-14:08:53
000118727 980__ $$aARTICLE