外文文献：一体化战略，预算管理和内部控制系统：以中化公司为例.pdfVIP

May 2009, Vol.5, No.5 (Serial No.48) Journal of Modern Accounting and Auditing, ISSN1548-6583, USA Integration of strategy, budgetary management and internal control system: A case of Sinochem Corporation 1 2 1 ZHENG Ting-ting , CHEN Guo-gang , YU Zeng-biao (1. School of Economics and Management, Tsinghua University, Beijing 100084, China; 2. Sinochem Corporation, Beijing 100031, China) Abstract: How budgetary management as a tool for planning and controlling of business operations is aligned with strategy and internal control system may not be problematic to American firms but is the most challengeable to large corporations in China. The case of Sinochem Corporation demonstrates the ways that budgetary management is linked with 3-year strategic planning at corporate level via yearly operating plans at business levels, and that budgets are integrated with internal control system into a device of task control to monitor whether business operations are on the track toward strategy. It is learned from the case that Chinese corporations have initiated different practices than American firms in solving the same issues. Key words: budgetary management; strategy; internal control system; task control 1. Introduction Budgetary management as tools for planning, controlling within a large corporation was initiated in 1920’s by DePont Company and General Motor Corporation (Johnson and Kaplan, 1987), and introduced in the early 1990’s into Chinese corporations (GONG, YU, LIU, 2008). At the incep