Date of Conferral



Doctor of Business Administration (D.B.A.)


Business Administration


Jill Murray


Publicly traded corporations have dedicated time and money to adhering to the requirements of the Sarbanes-Oxley Act (SOX) of 2002; however, some companies face challenges in internal control compliance with SOX. Using the transformational leadership theory as the conceptual framework, the purpose of this multiple case study was to explore the strategies chief financial officers (CFOs) used to comply with corporate financial internal control policies. Data were collected using face-to-face, semistructured interviews with 3 CFOs of publicly traded manufacturing companies in Michigan and a review of documents. The selection criteria for participants included CFOs who have experience in SOX implementation and compliance in a manufacturing industry and who had successful strategies that they used to comply with corporate financial internal control policies. Transcript evaluation and member checking ensured the reliability of the data collected. Data were analyzed using qualitative data-analysis software and triangulation to interpret data collected from multiple sources. Four themes emerged from the study: (a) internal control process and financial reporting, (b) control process accountability, (c) compliance challenges, and (d) risk assessment. The findings could contribute to social change by providing internal-control best practices to help mitigate the elements of the fraud, confirm ethical behavior of employees, and impact positive growth and progress in communities.

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