A Case Study of Fraud in Xinjiang Ready Health Industry Co.,Ltd. Based on Fraud Triangle Theory

Authors

  • Yaling Chen
  • Shan Xiong
  • Ting Duan

DOI:

https://doi.org/10.54097/fbem.v8i2.7128

Keywords:

Financial fraud, Fraud triangle theory, Xinjiang Ready Health Industry Co.,Ltd..

Abstract

Since the case of Kangmei Pharmaceutical Co.,Ltd., financial fraud in the pharmaceutical industry has received increasing attention from all parties in society, and financial fraud in listed companies has an important impact on the sustainable and healthy development of the capital market. Taking the four-year-long financial fraud of Xinjiang Ready Health Industry Co.,Ltd. as an example, this paper analyzes the pressure, opportunities and excuses of financial fraud of this enterprise by applying the fraud triangle theory, and finally puts forward governance suggestions from four aspects: improving corporate governance structure of the company, enhancing the function of auditors and strengthening the effectiveness of regulatory departments to punish financial fraud.

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References

Li Zhang, Huaxia Hu, Yueyang Yu. A case study of financial fraud based on fraud triangle theory [J]. Finance and Accounting Monthly, 2015(07):69-72.

Qinhua Ye,Fan Ye, Shizhong Huang. Identification and response of performance promise fraud:a case study based on Aerospace Communications Holdings Co.,Ltd.[J]. Finance and Accounting,2021,No.647(23):35-40.

Changgui Zhu. The impact of implementing "China' two invoices system" on the development of drug business enterprises [J]. Electronic Journal of Clinical Medicine Literature, 2018, 5(85): 198. DOI:10.16281/j.cnki.jocml.2018.85.167.

Jiyin Zhong. The mystery of Chinese companies' "enthusiasm" for "Ownership" Structure [J]. Board of directors, 2019, No.172(07):40-43.

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Published

06-04-2023

Issue

Section

Articles

How to Cite

Chen, Y., Xiong, S., & Duan, T. (2023). A Case Study of Fraud in Xinjiang Ready Health Industry Co.,Ltd. Based on Fraud Triangle Theory. Frontiers in Business, Economics and Management, 8(2), 134-138. https://doi.org/10.54097/fbem.v8i2.7128