CamEd Business Review

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CamEd Business Review (CB Review) is an online publication of CamEd Business School. It targets original manuscripts on ideas relevant to emerging matters in management, finance, accounting, marketing, business law, tax, audit, business communication, human resources management. CB Review welcomes interdisciplinary topics which are immediately useful to those in the board rooms, CEOs, CFOs and other members of the management. Meant to become a quick and meaningful resource, CB Review typically welcomes manuscripts by actual practitioners and academics, written in a style which is user-friendly and appealing to the greater public. We aim to publish two Issues per year. We may likely publish more often in the future. As a service to the author(s), we fully commit to finalizing the whole process within thirty days from the submission date. Please send your manuscripts and questions to the Editor-In-Chief at: [email protected]

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Start date: 2024End date: 2024

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    The Potential of Receivables-Based Financing for Cambodian Companies
    (12/1/2024) Charles K. Whitehead; Myron C. Taylor
    Many successful companies in emerging markets, such as Cambodia, are capped at the credit rating of the country in which they are located. The ceiling reflects the assessment of the international credit rating agencies (such as Standard & Poor’s and Moody’s) of the country’s sovereign risk, not the company’s standalone risk. No matter how strong the company is, its credit rating cannot exceed the country’s sovereign rating. As of May 16, 2024, Moody’s rated Cambodia B2; obligations rated B2 are considered speculative and a high credit risk.
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    Thinking of Cambodia, while looking at Italian’s digitalization
    (12/1/2024) Riccardo, Corrado
    Following a study published by the Organisation for Economic Co-operation and Development (OECD), over half of the Small and Medium Enterprises (SMEs) increased the adoption of digital tools to support their business processes during the pandemic, and more than two-thirds of them expressed their belief that such changes are going to be permanent. Also, in accordance with a study by PwC, one of the well-known accounting firms named Big Four, more than half of the Chief Executive Officers (CEOs) in the Asia Pacific and 39% of the workers of the surveyed organizations expressed their belief that their company will not survive in the incoming decade unless they change their current way of doing things in terms of business processes and integration of digital technologies in them. McKinsey & Company, identified three main capabilities necessary for digital transformation during the pandemic: filling gaps for technology talent, using more advanced technologies, and increasing the speed in experimenting and innovating. It has been shown how the pandemic has accelerated by several years the digitalization of both customer interaction and rate of offerings (products and services) that are digital, with the change expected to continue and even accelerate with the evolution of technological advancement, mostly focused around areas such as generative artificial intelligence (AI), cybersecurity and data privacy, cloud-first applications, and environment, social, and governance (ESG).
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    DON’T AIM FOR PROFIT. INSTEAD, CREATE CUSTOMERS!
    (CamEd Business School, 2024-06-30) Virak Prum, PhD
    Purpose of any business: It is well known that the purpose of a business is to create customers. Nothing else should matter as much. Peter Drucker, the well-regarded creator of management study as a distinct discipline, announced his wisdom early on when he published his The Practice of Management in 1954. There is, he wrote then, “only one valid definition of business purpose: to create a customer.” (p.37) Yet, it is not uncommon to find managers and economists so focused on profit maximization which leads them to prioritize on quick wins, neglecting the need for a more comprehensive strategy. True, business environment in the 1950s might have been quite different to what we are facing presently. Globalization and technological advancements have brought about new challenges and changing realities into the market, a phenomenon which could make long-term strategies less certain. But, even so, half a century after his famous book first appeared, in the revised edition of Management published in 2008, the assertion remained unchanged: “to maximize profits…is not only false, it is irrelevant.” (p.97)
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    How to Measure Creating Shared Value
    (CamEd Business School, 2024-06-30) Kenneth Paul Charman, PhD
    Creating Shared Value and Sustainability: The concept of creating shared value (CSV) was put forward by Professor Michael Porter and Mark Kramer in 2011 to identify company strategies which directly address a social need for profit through the business model rather than addressing the same social needs through redistribution of profits already made. Many companies, including large corporations have adopted CSV principles to govern and guide their business strategies. CSV represents a further progression in rethinking the role of the firm from the more narrowly defined responsibility of providing shareholder value, to the wider perspectives of addressing the impact of the firm on its stakeholders through corporate social responsibility (CSR). The principles of corporate governance are well established to oversee the activities of firms, and sustainability reporting is common today, and which now extend to frameworks and guidelines for reporting. Responsible Business Conduct (RBC), put forward by the OECD has provided a framework to incorporate due diligence to guide actions to reduce or alleviate the negative impact of a firm on its stakeholders. More recently the growth of ESG accounting has provided metrics for measurement of the impact of the firm on the economy, social factors and its environment, creating huge steps towards sustainability accounting.
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    Beyond the Numbers: How AI Empowers Accountants for Strategic Impact
    (CamEd Business School, 2024-06-30) Edman Flores, MBA, CPA
    The Evolving Role of Accountants: Historically, the duties of accountants mainly involved maintaining financial records, reconciling accounts, and preparing financial reports. While these responsibilities remain critical, the role of accountants has evolved considerably. Nowadays, accountants are expected to provide strategic financial advice to businesses. They assist in establishing financial goals, crafting budgets, and developing growth strategies. Accountants play an important role in organizational strategic planning and decision-making, extending their expertise beyond financial reporting to strategic management accounting (SMA). SMA takes a broader business perspective and informs strategic decision- making. The changing business environment and the introduction of new techniques have prompted management accountants to adopt a business orientation and strategic approach. In addition, accountants actively participate in risk management efforts. They assess financial risks, identify vulnerabilities, and devise strategies to counter potential threats. Through this proactive approach, businesses can safeguard themselves from unforeseen financial crises. Accountants are also involved in financial forecasting, which helps businesses plan ahead. They use historical financial data and market analysis to forecast financial trends and recommend budget adjustments.
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    AI in the think tank World: My Personal Assistant, Not (Yet) My Friend
    (CamEd Business School, 2024-06-30) Jason Chumtong, Country Director, Konrad Adenauer Stiftung
    In 2019, I shifted my approach towards Artificial Intelligence (AI) from academia to the political sphere. I transitioned from studying the risk of AI for autonomous driving in Edinburgh to serving as a policy advisor on AI in Berlin. Although I was never a supporter of the Kurzweil-Narrative in The Singularity is Near (2005) regarding AI’s evolution to surpass human intelligence, I remember that at that time, the consensus among the community was that AI would at least become ubiquitous in the following few years. Highlighting this point might seem almost redundant, considering that at least half of the readers of this text are likely wondering if ChatGPT played a role in its creation. However, it’s important to note that discussing AI often feels like missing the forest for the trees. There are many AI applications out there that make life much easier. However, there are nearly as many problems associated with their use, demonstrating that AI is far from being a friend. Therefore, the text that follows shine upon aspect of the benefits AI provides as a digital tool akin to a personal assistant especially within the think tank world but also analyses ethical considerations and the state of technology that prevent it from being entirely reliable.