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During recent years, cryptocurrency has gained the attention of many large companies such as Facebook, Expedia, Apple, and Overstock to name a few. The acceptance and use of cryptocurrency in business transactions can have a major impact on a company's accounting system. However, accounting research exploring issues related to cryptocurrencies is sparse. Therefore, we identify research questions that the accounting profession should address concerning cryptocurrencies. We categorize these research questions using Rogers' theory of diffusion of innovation in an attempt to encourage and extend accounting research in cryptocurrencies to influence the design, development, adoption, implementation, and operation of the technology. We recommend that researchers take a more prescriptive approach to research, rather than a descriptive approach, given that cryptocurrency is in the infancy stage of development and adoption. [ABSTRACT FROM AUTHOR]

This advisory case is designed to develop data analytics skills using multiple large real-world datasets based on eXtensible Business Reporting Language (XBRL). This case can also be used to introduce students to XBRL concepts such as extension taxonomies. Students are asked to recommend an XBRL preparation software for a hypothetical company (ViewDrive) that is adopting XBRL to satisfy the financial report filing requirements imposed by the Securities and Exchange Commission (SEC). Students perform data-cleansing (extract, transform, load) procedures to prepare large datasets for data analytics. Students are encouraged to think critically, specify assumptions before performing data analytics (using analytic software such as Tableau), and generate visualizations that support their written recommendations. The case is easy to implement, promotes active learning, and has received favorable student and instructor feedback. This case can be used to introduce technology and data analytics topics into the accounting curriculum to help satisfy AACSB's objectives. [ABSTRACT FROM AUTHOR]

SUMMARY: As companies begin to explore and develop technology solutions based on blockchain and smart contracts, there is a need to understand the impact of blockchain and smart contracts on the assessment of internal controls and enterprise risk. Especially since the distributed ledger and smart contracts blur the system boundaries between trading partners, there is a need to understand whether internal control assessments based on a single company approach is adequate in an integrated and collaborative environment. This paper provides an overview of smart contracts for practitioners and describes the associated risks of engaging in a blockchain consortium. We also list potential questions related to internal controls that may be considered when either engaging in a consortium or executing a smart contract. We then discuss whether current frameworks, specifically the Committee of Sponsoring Organizations' (COSO) integrated and COSO's Enterprise Risk Management (ERM) frameworks, adequately address a collaborative supply chain ecosystem. [ABSTRACT FROM AUTHOR]

Robotic Process Automation (RPA) is poised to change the accounting and auditing workplace significantly. RPA will likely shift the skillset needed by all accountants. Therefore, the accounting curriculum quickly needs to adapt to educate accountants of the future in this skillset. This paper presents a proposed course, focusing on the automation of accounting processes, to add to the accounting curriculum. The course includes an introduction of RPA and how to use the tools. The course focuses on a development framework for the implementation of technology as well as governance of the application. [ABSTRACT FROM AUTHOR]

SUMMARY: The novelty, ambiguity, and the lack of official guidance surrounding cryptocurrency transactions impose additional audit risks that should be considered during client acceptance and retention and planning audit procedures. We develop a four-quadrant model to assist auditors in client acceptance and continuance decisions and identify cryptocurrency risks that should be considered during audit planning and audit evidence gathering. [ABSTRACT FROM AUTHOR]

The Securities and Exchange Commission's 2009 enhanced proxy disclosure requirements and the updated Committee of Sponsoring Organizations' (COSO) Internal Control Framework have caused organizations to increase their focus on risk management and consider the impact of information technology (IT) in enterprise risk management. Our study examines whether board involvement, board expertise, and top management's risk culture affect the maturity of IT risk management practices (maturity) in firms. We find that board involvement positively influences maturity while top managers' risk-taking behavior is associated with lower maturity. Even though board expertise influences maturity, board involvement is more important in explaining maturity. Maturity is higher in firms where risk oversight lies with a board-level, rather than a management, committee. However, the maturity of ITRM practices does not differ among firms whether risk oversight lies with the overall board, or any other board committee. The findings contribute to an under-researched area in IT governance. [ABSTRACT FROM AUTHOR]

The Securities and Exchange Commission's enhanced disclosure rule on risk oversight, state laws requiring public disclosure of compromised customer information, and high-profile customer information breaches have caused Information Technology (IT) risk management practices to be a major concern for boards of directors and management. The Committee of Sponsoring Organizations of the Treadway Commission's (COSO) Enterprise Risk Management (ERM) framework emphasizes the importance of the board's oversight role while also bringing attention to the firm's reporting structure. Consequently, our study examines whether the maturity of IT risk management practices depends on Chief Information Officer (CIO) reporting structure and Chief Executive Officer (CEO)/Chairman duality. We develop a scale to measure strategic and operational maturity under the larger auspice of IT risk management and distribute a survey to high-level IT professionals. Our survey also captures the reporting structure of their firms. Consistent with our hypothesis, we find that the maturity of strategic IT risk management practices are higher when the CIO reports directly to the CEO. However, contrary to expectations, we do not find that operational risk management is more mature when the CIO reports to the Chief Financial Officer (CFO). Instead, operational risk management is higher when the CIO reports to the CEO. For public firms, the maturity of IT risk management practices are higher when the CEO is also the chairman of the board of directors. As C-level officers may have asymmetric access to the board, understanding reporting structures may inform firms, regulators, and interested stakeholders on how well IT risk is managed and factors that affect IT governance. [ABSTRACT FROM AUTHOR]