Companies that limit Sarbanes-Oxley reviews to a small group of senior management have worse performance records compared with those that involve much of the organization in their review process, according to a report by research firm AberdeenGroup.
"Firms where the CEO, CFO and the board are directly involved in the day-to-day tasks of SOX compliance are operating as laggards," said Jim Hurley, Aberdeen's vice president of risk, security and compliance, and the author of the report, "Automating SOX Compliance." "By contrast, performance leaders have already pushed responsibility for SOX compliance down in the organization."
Register or login for access to this item and much more
All Accounting Today content is archived after seven days.
Community members receive:
- All recent and archived articles
- Conference offers and updates
- A full menu of enewsletter options
- Web seminars, white papers, ebooks
Already have an account? Log In
Don't have an account? Register for Free Unlimited Access