2020
DOI: 10.22452/ajap.vol13no1.1
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Effectiveness of Follow-Up on Performance Auditing Issues in Practice: A Governance Network Perspective

Abstract: This study discloses the relationship between governance arrangements and network types (networking) and the effectiveness of follow-up practice. Design/ Methodology/ Approach: Governance network theory (GNT) was utilised together with the interpretative phenomenological approach. Fifty-five governance actors in the Malaysian public sector that consist of the auditors, auditees, regulators and other relevant actors were divided into four groups. Their stories and experiences collected via interviews constitute… Show more

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Cited by 3 publications
(5 citation statements)
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“…Prior researches about knowledge open network communities mainly focus on knowledge dissemination, adaption, and collaboration (Huang et al,2019;Chidiebere Ofoegbu et al,2020), users' contribution behavior and intention (Stefania Castello et al,2022),network governance roles(Peter Raeymaeckers et al,2020), etc. Highlighting the motivations behind sharing networking,coordinative, cooperative and collaborative knowl-edge network have enhanced the relationship between governance and follow-up practice(Umor Sarimah et al,2020). Organizational relationships formed based on technological innovation, such as Facebook, Twitter, and YouTube can be cited as examples of non-reciprocal, which creates a sense of unpredictability around the long-term sustainability of such communities (Vindaya Senadheera et al,2017) With the increasing centrality of social platforms in citizens' media diets, researchers are keen to unveil the relationship between governance and the performance of network communities from the perspective of users or mechanisms.…”
Section: Literature Reviewmentioning
confidence: 99%
See 1 more Smart Citation
“…Prior researches about knowledge open network communities mainly focus on knowledge dissemination, adaption, and collaboration (Huang et al,2019;Chidiebere Ofoegbu et al,2020), users' contribution behavior and intention (Stefania Castello et al,2022),network governance roles(Peter Raeymaeckers et al,2020), etc. Highlighting the motivations behind sharing networking,coordinative, cooperative and collaborative knowl-edge network have enhanced the relationship between governance and follow-up practice(Umor Sarimah et al,2020). Organizational relationships formed based on technological innovation, such as Facebook, Twitter, and YouTube can be cited as examples of non-reciprocal, which creates a sense of unpredictability around the long-term sustainability of such communities (Vindaya Senadheera et al,2017) With the increasing centrality of social platforms in citizens' media diets, researchers are keen to unveil the relationship between governance and the performance of network communities from the perspective of users or mechanisms.…”
Section: Literature Reviewmentioning
confidence: 99%
“…More specifically, the values such as accountability and reciprocity have been shaped systematically within a governance field by nesting and abrasion of alternative combinations. Research evidenced that networking approaches based on coordinative, cooperative, and collaborative networks have enhanced the effect iveness of follow-up in governance arrangements (Umor et al,2020). Moreover, reciprocal relationships are constructed when policy providers are more engaged and promote direct advocacy tactics (Mosley et al, 2019).…”
Section: Countermeasurementioning
confidence: 99%
“…In addition, the role is to minimize waste, fraud, and abuse in the provision of products and services to citizens. Thus, follow-up audit recommendations are crucial to complete this stage to ensure the effective implementation of the auditor's recommendations (Din et al, 2017;Umor et al, 2016). Public Sector officials are accountable for implementing audit recommendations (Furqan et al, 2020).…”
Section: Introductionmentioning
confidence: 99%
“…There is an argument in the corporate governance literature about the board's competency to monitor management's work or performance (Pugliese et al, 2014;Terjesen et al, 2016;Umor et al, 2020;Zagorchev & Gao, 2015). This argument is centred around board members' role as agents who are expected to maximise shareholders' wealth (Rashid, 2015a) by appropriately mobilising the machinery arm, which is mainly comprised of managers.…”
Section: Introductionmentioning
confidence: 99%
“…Most of the earlier studies have considered global data or regional datasets and incorporated country control variables. However, organisation age, organisation size, international affiliation, and risk factors need to be considered for a specific country's control factors (Rashid, 2015b;Umor et al, 2020).…”
Section: Introductionmentioning
confidence: 99%