Executive Financial Insight as a Governance Asset: A Management-Based Perspective on Strategic Control
Abstract
Corporate governance frameworks have traditionally treated financial information as a mechanism for accountability, compliance, and post hoc evaluation. Within this view, the primary function of finance at the governance level is to ensure transparency, accuracy, and adherence to established standards. While these functions remain essential, they provide an incomplete explanation of how financial expertise contributes to effective strategic control in contemporary organizations. Increasing organizational complexity, strategic uncertainty, and accelerated decision cycles require governance systems that extend beyond monitoring toward active strategic guidance. This paper argues that executive financial insight constitutes a critical governance asset that enhances strategic control through managerial interpretation rather than procedural oversight alone. Executive financial insight is defined as the capacity of senior financial leaders to synthesize financial data, contextual knowledge, and managerial judgment into forward-looking guidance that informs governance and strategic decision-making. Unlike financial reporting, which primarily conveys historical performance, executive financial insight translates financial information into strategic meaning, enabling governance bodies to evaluate trade-offs, anticipate consequences, and align decisions with long-term organizational objectives. Adopting a management-based perspective, the study examines how executive financial insight reshapes the relationship between governance and control. It challenges compliance-centric models of governance that emphasize surveillance and constraint, proposing instead that effective strategic control emerges from interpretive engagement with financial insight at the executive and board levels. Through this lens, governance is not merely a system of checks and balances, but a decision-enabling structure that relies on informed judgment to navigate uncertainty. The paper analyzes the limitations of traditional governance approaches that prioritize standardized reporting over contextual understanding. It demonstrates that reliance on formal financial disclosures alone may obscure strategic risks and opportunities, particularly in environments characterized by volatility and interdependence. Executive financial insight mitigates these limitations by framing financial signals within strategic narratives that support deliberation and adaptive control. Building on this analysis, the paper proposes an original conceptual framework that positions executive financial insight as a central component of strategic control systems. The framework integrates insight generation, managerial interpretation, and governance application, explaining how financial leaders contribute to decision quality and strategic coherence at the governance level. By conceptualizing executive financial insight as a governance asset rather than a technical function, the study advances the literature on corporate governance, strategic control, and financial leadership. The paper contributes to academic debate by bridging management theory and finance within a governance context. Practically, it offers boards, financial executives, and senior leaders a structured perspective on leveraging financial insight to enhance strategic control, accountability, and long-term value creation.
Keywords
Executive Financial Insight, Corporate Governance, Strategic Control, Financial Leadership, Board-Level Decision-Making, Management-Based Governance, Strategic Finance
Citations
IRE Journals:
Serdar Pinar "Executive Financial Insight as a Governance Asset: A Management-Based Perspective on Strategic Control" Iconic Research And Engineering Journals Volume 8 Issue 3 2024 Page 1026-1035 https://doi.org/10.64388/IREV8I3-1713960
IEEE:
Serdar Pinar
"Executive Financial Insight as a Governance Asset: A Management-Based Perspective on Strategic Control" Iconic Research And Engineering Journals, 8(3) https://doi.org/10.64388/IREV8I3-1713960
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