College of Administrative and Financial Sciences

BSIB622 – INTERNATIONAL ACCOUNTING

IN-COURSE PROJECT
Instructions:
1 Conduct a research based on your chosen topic. Submit your narrative report together with
the plagiarism report on or before APRIL 7, 2022. Plagiarism report generated by the UTB
Turnitin will only be the one accepted and it should be not be more than 20%.
2 Prepare your presentation. Presentation is 15 minutes per group. Mastery of the topic is
important. No reading of the slides. Make a smooth transition of your report. Schedule of
presentation will be on April 10 and 12, 2022. Group 1 to 7 will be presenting on April 10
and the remaining will be on April 12, 2022.

Students’ Declaration:
We declare that:
I understand what is meant by plagiarism (illegal copying of one’s work)
The implication of plagiarism is tantamount to cheating
This project/activity is all my own work and I have acknowledged any use of the published and
unpublished works of other people.

Total number of pages including this cover page

Program Course Section Time/Days Due Date Date Submitted
BSIB BSIB622 FA
Course Title International Accounting
1.
Students’ Full Name & 2.
Signatures 3.

Professor’s Name DR. MARIA CECILIA P. LAGARAS, CPA

FOR OFFICIAL USE ONLY
Marking Scheme
The students must be able to: Raw Scores Scores
(a) Analysis of the Case Topic 20
(b) Presentation of Report 10
(c) Report Manuscript 10
50

General Instructions:
1. Form a group with 3 members.
2. Each group will conduct research on the recent trends in international corporate
governance and accounting particularly on the following areas:
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a. Corporate Governance on the Digitization of Accounting
b. Digital Corporate Governance
c. Strategic Governance of the Digital Accounting Environment
d. Impact of Digitization in Accounting
e. The Influences of Digitization on Auditing
f. The Challenges to Digitization in Accounting
g. The Impacts of Digitization in Auditing
h. The Influences of Digitization on Auditing
i. The Impact of Digital Transformation on Audit Quality
j. The Digital Transformation of External Audit and its Impact on Corporate
Governance
k. Digital Transformation in Accounting
l. Importance of Digital Transformation in Accounting
m. The Role of Digital Transformation in Accounting
n. Management Issues on Digital Transformation in Accounting
o. Future Trends and Prospects of Digital Accounting

3. Select one topic mentioned above and conduct a research. The report should have a
minimum of 1,000 words. Minimum references will be 5.
4. Write proper citation and referencing in your report. Reference should be a journal or
reports from credible institutions like KPMG. Journals and reports used should be
downloaded and submitted in separate folder.
5. The report should be subjected to University Plagiarism (Turnitin) and the similarity
index should not exceed 20%.
6. Write your report in A4 paper and the font is COURIER NEW.
Side left margin is 1.25 and the right side margin is 1.0
7. Upload your narrative report to the Moodle.
8. Present your research output within 10-15 minutes.
9. Your Final Project marks will be based on the given rubrics.
10. The group has to write their own project. COPIED /PLAGIARIZED PROJECT will
be mark ZERO.
11. Rubric will be used for grading for Project.

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FINAL PROJECT RUBRICS

20-16 15-11 9-6 5-1

 knowledge of issue is  issue is accurately  issue is explained  issue needs to use
exceptionally accurate explained and  uses with some accuracy more accurate
and is explained clearly many details and but need more details information and
and effectively during various sources in and more variety in details or
explanation using details presentation with sources and less examples
and little reliance on some reliance on reliance on notes heavy reliance on
(a) Analysis notes note  some critical notes during
of the Case  exceptional critical  proficient critical comments given to presentation
Topic comments and analysis comments and issue and effects  lack of critical or
of issue / interpretations analysis of issue  more details, insight analytical thought
/ impact /  effect / using /interpretations and and critical thought in comments and
details, insight, evidence impact using many needed little to no insight
from comprehensive details and evidence used
thought and some insight

10-8 7-5 4-3 2-1

(b)  exceptional delivery and  proficient delivery  -elivery and timing of  poor delivery and
Presentation timing of information and timing of information needs to timing of
of  exceptional discussion information be more smooth (too information
Report initiated and  proficient discussion much reading)  discussion needs
(10 maintained  to further started and  more active to be more
Marks) student learning maintained interaction and controlled and
discussion dynamic
 
20-16 15-11 9-6 5-1
(c) Report   Report is exceptionally  Report is detailed,  Report  is somewhat  Report needs to
Manuscript detailed, organized, organized, logical organized and be more organized
(20 logical and includes and includes images, includes some images and logical
Marks) images, clear and large clear and large font
font

COMMENTS:

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The Challenges to Digitization in Accounting

Abstract:
This review looks at the innovative corpus on modernized progressions in information the
executives structures (KMS) to determine its job in corporate association.

The review gives a wide outline of the reliable creation on this concentration, exhibiting how
electronic progression propels new strategies by streamlining new information.

The discoveries demonstrate that the review led regarding the matter uncovers tempting
ramifications for game preparation and friends execution. These experiences underline the
connection among progress and acknowledgment, showing that computerized change gadgets
might add to the worth creation process given an adequately long time skyline. This review adds
to the current writing on KMS by inspecting it from the perspective of significant level
advancement processes, accentuating the need of performing new information creation and
sharing checks that work with worldwide and comprehensive new development.

A review's cutoff points are its imperfections or insufficiencies, which might be the result of an
absence of assets, a little example size, or a helpless approach, among different variables. No
exploration is awesome or thorough inside and out.

The ramifications of examination are basically the ends drawn from your discoveries that clarify
why the discoveries might be huge for strategy, practice, or hypothesis. They are exact
proposals for more review regarding the matter.

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Introduction
The world appears to be nearly a defining moment. New advances are making new possibilities
for monetary turn of events, imbalance decrease, and inclusivity advancement. In any case, we
are seeing a deglobalization of the globe, as common struggles and political populism fuel
question about worldwide ties. We have a basic decision: between a more open, comprehensive,
and associated world and a shut, siloed, and inconsistent society.

Digitalization is unpredictably identified with the social and monetary causes that feed these
entirely gone against perspectives. At the Digital Transformation Initiative (DTI), our
examination has zeroed in on estimating and understanding the impact of computerized change
on business and more extensive society. We found that digitization had huge potential for
producing benefit for society (for example lives saved from further developed security,
investment funds for clients and decreased outflows).

For instance, advanced advancements can speed up progress toward accomplishing the United
Nations Sustainable Development Goals and fortify the three columns around which they are
assembled: improving individuals' personal satisfaction, advancing impartial turn of events, and
monitoring the climate. Inhibitors like deglobalization and developing protectionism,
inadequate guideline, an absence of advancement, and inconsistent innovation reception all add
to our powerlessness to exploit the potential introduced by computerized change.

In our current reality where lines are shutting and incongruities are expanding (as far as pay
divergence, abundance appropriation, and innovation reception, to make reference to a couple),
we have a pivotal opportunity to impact computerized change in manners that benefit
everybody.

Today, every firm places a premium on computerized development. You should digitize inward
cycles to further develop proficiency, speed, and cost; foster new techniques for client
commitment; and put up new labor and products for sale to the public. Be that as it may, driving
advanced development is a troublesome errand. Changing business sector conditions expect you
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to design around a powerful level headed, and contest is escalating as troublesome firms sprout
up all over the place.

You want a more productive strategy for changing your clever thoughts into effective
applications. That is the place where stages for computerized development become possibly the
most important factor.
With the legitimate individuals, cycles, and stage set up, you're ready to speed up advanced
development. more deeply study mendix's advanced development stage and our way to deal
with empowering the fitting individuals and cycles , we are at present living in a time of
computerized darwinism, in which one should create or die. for sure, four out of each ten
organizations will stop to exist in ten years assuming they don't accept computerized
development. to stay important, you should send the proper applications at the fitting time.
while you're certain to have a large number of new thoughts, focus on those that offer the most
benefit for your advanced advertising dollar, progression is the use of automated development
and apps to further improve business cycles and workforce execution, to enhance the customer
experience, and to introduce new products or game plans, although the partnership is never-
ending, as i said in the article's beginning, it may be thought of as occurring in waves, with each
wave being propelled forward by new mechanical sorts of advancement, the emergence of
online 2.0, smart phones, and rapid web accessibility fueled previous waves, as seen by the
internet of things (iot), wearables, and rapid home apps, web 3.0 is already affecting our lives
and development, as a result of the pandemic, the vast majority of client endeavours begin on
the web. to remain authentic in today's advanced era, every organisation must now see itself as a
development business, organizations may increase pay, decrease expenses, and even generate
new income streams by using chances to nurture automated processes via the use of smart data
and analysis to more rapidly appreciate both customer-directed and internal execution,
Progressed development is presently playing a critical role in transforming the corporate
landscape at a breakneck pace.

Literature Review

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the role of digital innovation in knowledge management systems

I recently met down to speak with the Chief Data Officer of a business combination. His firm
has just embarked on a Digital Transformation journey. Numerous dollars have been invested in
distributed computing and information research, but he lamented that the proficient benefit from
these speculations is difficult to discern. As we Discussed, it Awakened Clarification to me that
this was a common problem that most firms leave to a computerised change understanding.

When I inquired about the rationale for selecting the computerised innovation in question, his
response was that it gave the appearance of being the most accessible. Clearly, the desire to
contribute is there, but the rationale for doing so constructively remains vague. Permit me to
offer my thoughts on how improved information on the board helps choose what should be
digitised and how to pick the computerised innovation that provides the highest return on
investment for investing in advanced change.

Digitization is the most often used method of digitising data, ranging from basic configurations
to complex arrangements. It entails creating a digital representation of an item or interaction in
the form of bits and bytes. For instance, developing an application that enables all data normally
captured on a physical building to be captured on a mobile phone or a personal computer
instead. Selecting whether information and data should be digitised is a big decision. If the
decision is made without an understanding of what data is necessary, the degree of information
trustworthiness, and the current location of this information, the digitised data may be
insufficient, inconsequential, or incorrect. Only when digitization is carried out correctly can the
process of digitization result in beneficial effects.

Advanced advancements, for example, distributed computing or information research,

decompose and transform available digital data, allowing for further refinement of corporate
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processes or cycles. They enable progressive transformation. Digitalization is shown through
the usage of distributed computing, which utilises massive data stores to rapidly search for
arrangements. Combining technological innovation with all aspects of a firm is an expensive
proposition. What is necessary is a naturally decided connection, starting with a movement or
cycle with the greatest potential for good returns. This reconciliation process is repeated
continuously until the automated modification is complete. (Tellis et al., 2018) 

Transformation by Computer
Computerized change refers to the capacity to review established ways of accomplishing tasks,
to do additional analysis, and to become more agile in responding to advanced customers and
adversaries. It entails a process of social transformation in which associations constantly stir
things up, examine, and grow used to failure.

Advanced change bridges the gap between what digital customers now want and what
established enterprises are capable of delivering. Investing in technological breakthroughs via
digitalization is aimed primarily at closing this gap. In any event, unless organisations
continually seek ways to enhance and reassess their business processes as and when a hole
appears, computerised change interaction will fail to provide desired results.

As a result of the above, there are three critical preconditions for successful digital
transformation. The first need is that the data being digitised be complete, meaningful, and
accurate. The second reason is that the business cycle chosen for digitization has the potential to
boost speculative gains. The third is that the association's learning and relearning of customer
demands and practises is standardised. These three conditions are contingent upon an
organization's ability to learn, forget, and relearn as a result of compelling information
presented to leaders. (Tellis et al., 2018)

Management of Information

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The term "Information Management" refers to the art and science of optimising information
flows inside an organisation. It encompasses the efficient management of data and assets inside
an organisation, which is a critical component of digital transformation. Overseeing information
enables clarity on the optimal way for acquiring information, the methods for developing new
knowledge, and the actual implementation of the learning system tried. This is especially
beneficial at a time when customers are more cautious than at any other point in recent memory
and are receptive to interacting with businesses through various devices.

Information management is accomplished through a variety of strategies and procedures, for

example, information planning, the leadership of an information bistro that engages in
unrestricted and open discussions, and the creation of training networks that foster connections
necessary for investigating accessible options to meet client requirements as they arise.

It is critical to recognise that digitization and digitalization enable automated transformation.

While these cycles incur large costs, they may not be sufficient to promote successful digital
change. What matters is to first choose which data should be digitised and which cycles should
be digitised and when. This information is obtained either directly from professionals or via
information dissemination means to the relevant meetings involved. (Charterina et a2017)

Interest in technological advancements is a component of digitalization. Prior to embarking on

digitalization, an organisation must assess from a variety of perspectives which cycles are
currently impeding progress and must be digitalized first. Connecting those who need this
information with those who possess it is critical in this particular context. At that point, the
optimal interaction for digitalization may be selected.

Computerized change is a cyclical process. It entails building and maintaining an environment

conducive to persons interacting with, engaging with, and organising free-flowing ideas. Such
suggestions must next be evaluated for their use and their ability to be integrated into current
work routines. This process of acquiring, forgetting, and relearning is critical for progressive
transformation. As associations improve their perspective into executive growth, they may
create information-sharing platforms that facilitate advanced change processes that result in

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desired results. (Pittaway et al., 2017).
In summary, the advanced change process is a never-ending quest for improved ways to meet
the constantly evolving demands of computerised clientele. This engagement is often dealt with
by information executives. Managing information enables you to identify what to digitise and
how to digitise it effectively. This lowers the costs associated with advanced change.
Additionally, by maintaining a constant and persistent focus on executive development, the
continual process of closing the gap between advanced customer requirements and what is
delivered will get easier over time.

the effects of information technology capability and knowledge base on

digital Innovation

Advancement is an essential element in improving firms' show and monetary turn of events, just as the
multiplication of nations. Because of its connection to economic development, progression execution,
specifically, has been a wellspring of interest in current business fields for a long while Advancement
execution is characterized as the ability to change over improvement resources and capacities into results
that outcome in inventive market accomplishment (Abdulai, 2019). It accentuates the possibility that
market headway is dependent upon the endeavors of different pioneers in one's present situation. This
mirrors the structure's position on development, accentuating unique cooperation between elements that
requires a good plan. To be truly useful, improvement should incorporate the trade and usage of
information (Kaur, 2019; Manniche and Testa, 2018), especially from a progression climate point of
view (Carayannis and Campbell, 2019).

The idea of creating settings has acquired expanding consideration from contemporary displaying and
board specialists . The expression "imaginative climate" alludes to "the advancing plan of performers,
activities, and ancient pieces, just as the foundations and relations, including corresponding and
substitute collaborations, that are basic to a performer's or a populace of performers' innovative
execution". These improvement conditions underscore the remarkable idea of advancement as a
necessary evil and the execution of improvement (Carayannis and Campbell, 2019). As opposed to the
standard viewpoint to business affiliation structure, a headway climate sees the business environment as
a worldwide ward system that isn't restricted to any industry or association. Clear progression organic
frameworks benefit from working with data progression and giving admittance to assets, which works
with business participation and essential headway improvement outside the association's and industry's
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limits
Accordingly, the information stream and resource structure fill in as driving forces for accomplices to
associate with ideas of prevalence (Granstrand and Holgersson, 2020).

Productive development requires data coordination across a wide assortment of gifts inside the
advancement climate, with partners trading and incorporating different blends of information to cultivate
progress. In a speedy reality where markets, items, and development are continually changing, the parts
of data as an essential and indispensable resource have steadily acquired unmistakable quality as a driver
of headway execution. Carayannis and Campbell (2019) propose a "Mode 3" methodology to data age
and scattering that incorporates a multi-structure way to deal with images and oversee data stock and
stream. This viewpoint relegates a theoretical perspective to a system made out of a few variables,
including monetary conditions, that impact the co-advancement of data with the "data-based and data-
driven, worldwide/neighborhood economy and society" (Kaur, 2019)

propose a three-stage advancement esteem chain, solidly associated with data-related capacities. Stage
one involves obtaining various data fundamental for advancement and example, creating interior data
inside the firm through innovative work to enhance or supplant outside information The subsequent
stage involves consolidating this information into new organizations or business processes. This
encoding activity joins inward and external data resources The last level in the development regard
chain involves progress cheating.

the Knowledge Management Systems for creating, enhancing, and promoting

innovation ecosystems creation

To identify a typical KMM, locating the optimal solution for the open development
environment was necessary. We decided to employ data from the board's co-creation studios.
We used four co-creation studios. The first studio was devoted to debating the present state of
knowledge on the following pillars: knowledge location and disclosure, knowledge capture,
association, and assessment, knowledge generation and security, and knowledge transformation.
It aided in deciphering the sources, sites, storage, and information flows inside an open
development biological system. We used the initial start-up studio to familiarise all members
with the relaxed development environment's terms, to write KMM representations, to process
full-scale (significant level) models, to demonstrate in gatherings and during the entire meeting
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each country's Knowledge Management System "Without Guarantees" and to conceptualize
genuine data stream momentum boundaries. Hansen and Birkinshaw (2018(

During this session, we addressed the following questions: What we might use data from the
Knowledge Map to identify the sources, locations, stockpiling, and streams of information
inside an open development biological system? What data stream boundaries exist between
available progression biological systems (remembering horizontal and vertical streams for each
of the Four Pillars)?
The second studio was dedicated to dissecting Pillars' draught blueprints. It aided in generating
ideas and possible responses to the executives' modeled data. Throughout this session,
participants developed rules for acknowledgment/approval of the KMM and, following pre-
arranged draughts of the Four Pillars, formed a joint draught KMM. (Moller and Rajala, 2018)

We addressed the following questions during this studio: Who is interested in a KMM, and
what activities will these members do in each Pillar? How would you picture the activities and
data streams associated with each of the Four Pillars (from inputs to outputs)? What should be
done in each Pillar of KMM to overcome impediments to the data stream captured in a
Knowledge Map? Which qualities of the Knowledge Management Model will serve as
guidelines for its acceptance or rejection?

The third studio was tasked with reviewing the proposed Knowledge Management Model. By
incorporating the full Knowledge Map throughout whole meetings and gatherings, studio
members ensured that the draught of KMM adhered to the Knowledge Map. KMM combines
the findings and consequences of the Knowledge Map and does not supplant or compete with it.
We built the studio with a clear member vision for the KMM.

We addressed the following questions during this studio: Was the Knowledge Management
Model's first draught based on the Knowledge Map? Were all data stream boundaries previously
discussed in a Knowledge Management Model? Will Research associations are likely to use a
Knowledge Management Model for the following:

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1) Generating, capturing, and reusing data.

2) Capturing and distributing training-related graphics.
3) Identifying potential sources and organizations.
4) Information structuring and planning to enhance execution.
5) Collecting, organizing, and distributing data from other sources.

Will business and industry also be likely to use a knowledge management model for the
following purposes:

1) Organizing and planning the data used to enhance execution.

2) Measuring and managing the financial value and impact of information.
3) Collecting, integrating, and disseminating data from other sources.
4) Incorporating data into cycles, products, and administrations.
5) Facilitating the growth of information through culture and driving factors.

The fourth studio focused on the validation of the Knowledge Management Model. As it was
the last meeting, the studio maintained a strong emphasis on inclusiveness and accountability
for all members. This studio simulated the model's usefulness in a particular setting.
(Carayannis and Campbell, 2019).

Conclusion

Previously considered as a safeguard for the most developed nations, development is now
viewed as a must for all economies (Carayannis et al. 2018; Vargo et al. 2017; Youtie and
Shapira, 2020; Zahra and Nam-bisan, 2021). However, the equation for successful progress
remains opaque for some. This review sought to contribute to the potential grasp of
information-related talents under dynamic growth situations by expanding on surviving writing.
Using the concept of KBDC as drivers of development execution in advancement biological
systems, four constructs are operationalized and estimated to effect the development execution
of 129 countries at different stages of financial creation. The findings indicate that three of these

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developments – information creation, dissemination, and sway – have an effect on advancement
execution in a variety of market economies. Adjusted to the expanding advancement biological
system's approach to comprehending company organisations and market features, the findings
suggest that development execution is context-dependent and influenced by a variety of factors
that have varying effects on the development outcomes. The classification of advanced
biological systems according to their primary KBDC serves as a guide for determining the
optimum strategy for gaining an advantage in a particular market environment.

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References:

Tellis, G. J., Chandy, R. K., & Prabhu, J. C. (2018). Key questions on innovation in the
B2B context. In G. L. Lilien, & R. Grewal (Eds.), Handbook of business-to-business
marketing (pp. 582–595). Cheltenham, UK: Edward Elgar Publishing.

Charterina, J., Basterretxea, I., & Landeta, J. (2017). Types of embedded ties in buyer- supplier
relationships and their combined effects on innovation performance. Journal of Business &
Industrial Marketing, 31(2), 152–163.

Pittaway, L., Robertson, M., Munir, K., Denyer, D., & Neely, A. (2017). Networking and
innovation: A systematic review of the evidence. International Journal of Management
Reviews, 5(3/4), 137–168.

Abdulai, A. F. (2019). Social capital and innovation performance in firms. In B. Thomas,& L.

Murphy (Eds.), Innovation and social capital in organizational ecosystems (pp. 81–97).
Hershey, PA: IGI Global.

Manniche, J., & Testa, S. (2018). Towards a multi-levelled social process perspective on firm
innovation: Integrating micro, meso and macro concepts of knowledge creation. Industry and
Innovation, 25(4), 365–388.

Granstrand, O., & Holgersson, M. (2020). Innovation ecosystems: A conceptual review and a
new definition. Technovation, 90, 102098.

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Kaur, V. (2019). Knowledge-based dynamic capabilities: The road ahead in gaining
organisational competitiveness (1st ed.). Switzerland: Springer International
Publishing.
Hansen, M. T., & Birkinshaw, J. (2019). The innovation value chain. Harvard Business
Review, 85(6), 121–130.

Autio, E., & Thomas, L. (2014). Innovation ecosystems: Implications for innovation
management. In M. Dodgson, N. Philips, & D. M. Gann (Eds.), The Oxford handbook of
innovation management (pp. 204–228). Oxford: Oxford University Press.

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