{"id":23132,"date":"2026-09-26T11:57:57","date_gmt":"2026-09-26T11:57:57","guid":{"rendered":"https:\/\/www.examlabs.com\/certification\/?p=23132"},"modified":"2026-09-26T11:57:57","modified_gmt":"2026-09-26T11:57:57","slug":"acfe-cfe-fraud-prevention-practice-test-questions-and-exam-dumps-part7-q121-140","status":"publish","type":"post","link":"https:\/\/www.examlabs.com\/certification\/acfe-cfe-fraud-prevention-practice-test-questions-and-exam-dumps-part7-q121-140\/","title":{"rendered":"ACFE CFE – Fraud Prevention Practice Test Questions and Exam Dumps Part7 Q121-140"},"content":{"rendered":"

View Full <\/b>ACFE CFE – Fraud Prevention Exam Dumps<\/b><\/a> and Practice Test Dumps.<\/b><\/p>\n


\n<\/b>Question 121. What does differential association theory suggest about criminal behavior<\/b><\/p>\n

    \n
  1. <\/b> Crime results only from poverty<\/span><\/li>\n
  2. <\/b> Crime is inherited biologically<\/span><\/li>\n
  3. <\/b> Criminal behavior can be learned through social interaction<\/span><\/li>\n
  4. <\/b> Crime occurs only without controls<\/span><\/li>\n<\/ol>\n

    Correct Answer: 3. Criminal behavior can be learned through social interaction<\/b><\/p>\n

    Explanation:<\/b><\/p>\n

    Differential association theory proposes that criminal behavior can be learned through interaction with other people. Individuals can learn techniques for committing misconduct as well as attitudes and rationalizations that make the behavior seem acceptable. In an organizational setting, employees who regularly interact with coworkers who tolerate dishonest conduct may gradually view that behavior as normal. This theory helps explain why culture and peer influence can affect fraud risk. The current CFE Fraud Prevention and Deterrence section includes theories and research concerning financial and white collar crime as part of understanding why people commit fraud.<\/span><\/p>\n

    Question 122. What does strain theory generally link to misconduct<\/b><\/p>\n

      \n
    1. <\/b> Pressure created by blocked or difficult goals<\/span><\/li>\n
    2. <\/b> Strong internal controls<\/span><\/li>\n
    3. <\/b> Independent board oversight<\/span><\/li>\n
    4. <\/b> Effective whistleblower protection<\/span><\/li>\n<\/ol>\n

      Correct Answer: 1. Pressure created by blocked or difficult goals<\/b><\/p>\n

      Explanation:<\/b><\/p>\n

      Strain based theories generally examine how pressure can arise when people strongly value certain goals but believe legitimate ways to achieve them are unavailable or inadequate. That pressure can contribute to misconduct when an individual turns to improper methods to reach the desired outcome. In organizations, unrealistic financial targets or intense performance expectations can create similar pressures. Strain does not guarantee fraudulent behavior, but it can help fraud professionals understand why organizational incentives and performance systems matter. The current CFE materials include theories and research on financial crime and white collar crime within Fraud Prevention and Deterrence.<\/span><\/p>\n

      Question 123. What does social control theory emphasize<\/b><\/p>\n

        \n
      1. <\/b> Financial statement materiality<\/span><\/li>\n
      2. <\/b> Vendor due diligence<\/span><\/li>\n
      3. <\/b> Audit sampling<\/span><\/li>\n
      4. <\/b> Bonds that discourage misconduct<\/span><\/li>\n<\/ol>\n

        Correct Answer: 4. Bonds that discourage misconduct<\/b><\/p>\n

        Explanation:<\/b><\/p>\n

        Social control theory focuses on the relationships, commitments, values, and social bonds that discourage people from violating accepted rules. Strong attachment to coworkers, professional identity, organizational values, and future goals can make misconduct less attractive because the individual has more to lose. Weak social bonds can reduce these restraints. Fraud prevention programs can support positive organizational attachment through ethical leadership, fair treatment, accountability, and a strong culture. Understanding theories explaining financial and occupational crime is part of the current Fraud Prevention and Deterrence body of knowledge.<\/span><\/p>\n

        Question 124. What does organizational crime primarily benefit<\/b><\/p>\n

          \n
        1. <\/b> Only outside customers<\/span><\/li>\n
        2. <\/b> The organization or a significant organizational interest<\/span><\/li>\n
        3. <\/b> Only a single employee personally<\/span><\/li>\n
        4. <\/b> Only government agencies<\/span><\/li>\n<\/ol>\n

          Correct Answer: 2. The organization or a significant organizational interest<\/b><\/p>\n

          Explanation:<\/b><\/p>\n

          Organizational crime generally refers to illegal or improper conduct carried out in a way intended to benefit the organization or an important organizational objective. This differs from occupational fraud, where an individual misuses their position primarily for personal benefit at the organization’s expense. Understanding who benefits from misconduct helps a fraud examiner classify behavior and assess the incentives driving it. The current Fraud Examiners Manual contains separate topics addressing organizational crime, occupational fraud, and research concerning both areas within the Fraud Prevention and Deterrence section.<\/span><\/p>\n

          Question 125. What is the strongest indicator of board independence<\/b><\/p>\n

            \n
          1. <\/b> Directors can challenge management objectively<\/span><\/li>\n
          2. <\/b> Management selects every board conclusion<\/span><\/li>\n
          3. <\/b> Executives control all committee agendas<\/span><\/li>\n
          4. <\/b> Directors perform daily accounting<\/span><\/li>\n<\/ol>\n

            Correct Answer: 1. Directors can challenge management objectively<\/b><\/p>\n

            Explanation:<\/b><\/p>\n

            Board independence means directors can exercise judgment and oversight without inappropriate management influence. Independent directors should be able to question executives, evaluate significant risks, review reporting concerns, and make decisions based on the interests they are responsible for protecting. Independence becomes particularly important when allegations involve senior management or when management override is a significant fraud risk. Strong governance does not require the board to perform daily management tasks. Instead, it requires meaningful oversight and accountability. Corporate governance is a major topic in the current CFE Fraud Prevention and Deterrence section.<\/span><\/p>\n

            Question 126. What should an audit committee do when management overrides important controls<\/b><\/p>\n

              \n
            1. <\/b> Ignore the override<\/span><\/li>\n
            2. <\/b> Approve all future overrides<\/span><\/li>\n
            3. <\/b> Investigate and challenge the circumstances<\/span><\/li>\n
            4. <\/b> Remove internal audit<\/span><\/li>\n<\/ol>\n

              Correct Answer: 3. Investigate and challenge the circumstances<\/b><\/p>\n

              Explanation:<\/b><\/p>\n

              Management override can bypass otherwise effective controls and is therefore a significant fraud concern. An effective audit committee should understand important override activity, challenge unusual explanations, and ensure that significant concerns receive appropriate investigation and remediation. The committee’s independence allows it to provide oversight when ordinary reporting lines may be compromised. It should not assume that management authority automatically justifies control circumvention. The current CFE Fraud Prevention and Deterrence material emphasizes audit committee effectiveness, corporate governance, internal controls, and management’s fraud related responsibilities.<\/span><\/p>\n

              Question 127. What is reasonable assurance in external auditing<\/b><\/p>\n

                \n
              1. <\/b> A guarantee that no fraud exists<\/span><\/li>\n
              2. <\/b> A high but not absolute level of assurance<\/span><\/li>\n
              3. <\/b> No assurance at all<\/span><\/li>\n
              4. <\/b> Assurance only about internal audit<\/span><\/li>\n<\/ol>\n

                Correct Answer: 2. A high but not absolute level of assurance<\/b><\/p>\n

                Explanation:<\/b><\/p>\n

                External financial statement auditors generally seek reasonable assurance rather than absolute assurance that the financial statements are free of material misstatement. Audit limitations arise from judgment, sampling, complex transactions, concealment, collusion, and management override. An external audit therefore does not guarantee that every fraud will be detected. Management remains responsible for internal control and financial reporting. The current CFE Fraud Prevention and Deterrence content requires candidates to understand external auditors’ fraud related responsibilities, financial statement materiality, and the distinctions among internal, external, and government auditing roles.<\/span><\/p>\n

                Question 128. Which situation most directly threatens external auditor independence<\/b><\/p>\n

                  \n
                1. <\/b> Asking management questions<\/span><\/li>\n
                2. <\/b> Reviewing financial statements<\/span><\/li>\n
                3. <\/b> Discussing control deficiencies<\/span><\/li>\n
                4. <\/b> Having an improper financial interest in the client<\/span><\/li>\n<\/ol>\n

                  Correct Answer: 4. Having an improper financial interest in the client<\/b><\/p>\n

                  Explanation:<\/b><\/p>\n

                  Auditor independence can be impaired when the auditor has a financial or other interest that creates a conflict with objective professional judgment. Independence is essential because external audit users rely on the auditor to evaluate information without being influenced by personal economic interests or management pressure. Specific independence requirements vary by jurisdiction and professional standards, but the underlying principle is that the auditor must remain objective in fact and appearance. Auditors’ fraud related responsibilities are a major subject in the current CFE Fraud Prevention and Deterrence curriculum.<\/span><\/p>\n

                  Question 129. What should management do when an internal control is too costly for a low risk exposure<\/b><\/p>\n

                    \n
                  1. <\/b> Consider a proportionate alternative response<\/span><\/li>\n
                  2. <\/b> Add unlimited controls<\/span><\/li>\n
                  3. <\/b> Ignore risk analysis<\/span><\/li>\n
                  4. <\/b> Transfer responsibility to external audit<\/span><\/li>\n<\/ol>\n

                    Correct Answer: 3. Consider a proportionate alternative response<\/b><\/p>\n

                    Explanation:<\/b><\/p>\n

                    Fraud controls should be proportionate to the likelihood and potential impact of the risk they address. If a proposed control is excessively costly relative to a minor exposure, management can consider a less costly compensating control, monitoring procedure, risk acceptance, or another appropriate response. This decision should be informed and documented rather than based on convenience. Fraud risk management does not require eliminating every possible risk regardless of cost. Instead, organizations seek to reduce fraud exposure to an acceptable level using appropriate and practical responses.<\/span><\/p>\n

                    Question 130. What is a common purpose of fraud risk workshops<\/b><\/p>\n

                      \n
                    1. <\/b> Set employee salaries<\/span><\/li>\n
                    2. <\/b> Replace investigations<\/span><\/li>\n
                    3. <\/b> Eliminate management participation<\/span><\/li>\n
                    4. <\/b> Gather diverse views about possible fraud schemes<\/span><\/li>\n<\/ol>\n

                      Correct Answer: 4. Gather diverse views about possible fraud schemes<\/b><\/p>\n

                      Explanation:<\/b><\/p>\n

                      Fraud risk workshops bring together participants from different functions to identify possible schemes, vulnerable processes, perpetrators, controls, and consequences. Group discussion can reveal risks that one department might overlook because participants contribute different operational, technical, compliance, and audit perspectives. Workshops should be structured so participants feel able to discuss sensitive risks honestly and should ultimately support documented assessment and action. The current Fraud Prevention and Deterrence section includes fraud risk assessment as a major competency, including preparation, execution, evaluation of controls, and reporting of results.<\/span><\/p>\n

                      Question 131. What does fraud risk scoring help management do<\/b><\/p>\n

                        \n
                      1. <\/b> Prioritize risks for attention<\/span><\/li>\n
                      2. <\/b> Prove that fraud occurred<\/span><\/li>\n
                      3. <\/b> Eliminate professional judgment<\/span><\/li>\n
                      4. <\/b> Replace controls<\/span><\/li>\n<\/ol>\n

                        Correct Answer: 1. Prioritize risks for attention<\/b><\/p>\n

                        Explanation:<\/b><\/p>\n

                        Fraud risk scoring helps management compare risks by considering factors such as likelihood, potential impact, existing controls, and residual exposure. The score does not prove that a fraud will occur and should not create false precision. Instead, it provides a structured way to identify which risks deserve greater attention, resources, or monitoring. Management can then focus on significant exposures rather than treating every hypothetical scheme as equally important. Fraud risk assessment and management are central topics in the current CFE Fraud Prevention and Deterrence section.<\/span><\/p>\n

                        Question 132. What should happen when a fraud risk has a low likelihood but catastrophic impact<\/b><\/p>\n

                          \n
                        1. <\/b> Ignore it automatically<\/span><\/li>\n
                        2. <\/b> Evaluate whether additional controls or contingency measures are needed<\/span><\/li>\n
                        3. <\/b> Remove it from the risk register<\/span><\/li>\n
                        4. <\/b> Assume insurance solves everything<\/span><\/li>\n<\/ol>\n

                          Correct Answer: 2. Evaluate whether additional controls or contingency measures are needed<\/b><\/p>\n

                          Explanation:<\/b><\/p>\n

                          Low likelihood does not automatically make a fraud risk insignificant. A scheme with potentially catastrophic financial, regulatory, operational, or reputational consequences can justify additional prevention, detection, contingency planning, or transfer measures even if it is unlikely. Fraud risk assessment should consider both likelihood and impact instead of relying on only one dimension. Management should also consider existing controls and the organization’s tolerance for the remaining exposure. The current CFE Fraud Prevention and Deterrence body of knowledge emphasizes structured fraud risk assessment and appropriate risk responses.<\/span><\/p>\n

                          Question 133. What is a key purpose of anti fraud benchmarking<\/b><\/p>\n

                            \n
                          1. <\/b> Compare program practices with relevant peers or standards<\/span><\/li>\n
                          2. <\/b> Copy every competitor control<\/span><\/li>\n
                          3. <\/b> Eliminate risk assessment<\/span><\/li>\n
                          4. <\/b> Replace management judgment<\/span><\/li>\n<\/ol>\n

                            Correct Answer: 4. Compare program practices with relevant peers or standards<\/b><\/p>\n

                            Explanation:<\/b><\/p>\n

                            Benchmarking can help an organization compare its anti fraud program with recognized guidance, industry practices, or comparable organizations. The objective is not to copy another entity’s controls mechanically because organizations differ in size, operations, risk, regulation, and culture. Instead, benchmarking can reveal areas where practices might be strengthened or where the organization is out of step with reasonable expectations. Any improvements should still be based on the organization’s own fraud risk assessment. Fraud prevention programs and fraud risk management are major topics in the current CFE exam.<\/span><\/p>\n

                            Question 134. What should management do when hotline data shows repeated complaints from one process<\/b><\/p>\n

                              \n
                            1. <\/b> Delete the complaints<\/span><\/li>\n
                            2. <\/b> Investigate the underlying process risk<\/span><\/li>\n
                            3. <\/b> Close the hotline<\/span><\/li>\n
                            4. <\/b> Assume every report is false<\/span><\/li>\n<\/ol>\n

                              Correct Answer: 2. Investigate the underlying process risk<\/b><\/p>\n

                              Explanation:<\/b><\/p>\n

                              Repeated complaints involving the same business process can indicate a control weakness, cultural problem, management issue, or recurring misconduct. Management should look beyond individual allegations and determine whether the pattern reveals a broader fraud risk requiring corrective action. Hotline information can therefore support fraud risk monitoring and program improvement, not just individual investigations. Trends should be evaluated carefully because repeated reports do not automatically establish wrongdoing. Reporting programs, whistleblower protection, fraud incident response, and fraud risk management are all part of the current CFE Fraud Prevention and Deterrence content.<\/span><\/p>\n

                              Question 135. What should a board receive about significant fraud risks<\/b><\/p>\n

                                \n
                              1. <\/b> Timely and relevant risk information<\/span><\/li>\n
                              2. <\/b> No information unless a fraud is proven<\/span><\/li>\n
                              3. <\/b> Only employee rumors<\/span><\/li>\n
                              4. <\/b> Only customer complaints<\/span><\/li>\n<\/ol>\n

                                Correct Answer: 3. Timely and relevant risk information<\/b><\/p>\n

                                Explanation:<\/b><\/p>\n

                                Effective governance requires the board or appropriate committee to receive sufficient information about significant fraud risks, major control deficiencies, important allegations, and management responses. Without timely reporting, the board cannot provide meaningful oversight or challenge management when necessary. The information should be relevant and appropriately summarized rather than overwhelming governance personnel with unnecessary detail. Corporate governance, management responsibilities, reporting programs, and fraud risk management are interconnected areas within the current CFE Fraud Prevention and Deterrence section.<\/span><\/p>\n

                                Question 136. What should management do when a control creates excessive operational burden without reducing risk<\/b><\/p>\n

                                  \n
                                1. <\/b> Keep it forever<\/span><\/li>\n
                                2. <\/b> Add more identical controls<\/span><\/li>\n
                                3. <\/b> Eliminate all monitoring<\/span><\/li>\n
                                4. <\/b> Redesign the control appropriately<\/span><\/li>\n<\/ol>\n

                                  Correct Answer: 1. Redesign the control appropriately<\/b><\/p>\n

                                  Explanation:<\/b><\/p>\n

                                  Controls should reduce meaningful fraud risk without creating unnecessary complexity that encourages employees to bypass procedures. If a control consumes significant resources but provides little risk reduction, management should reassess its design and consider a more efficient alternative. Removing ineffective controls does not mean weakening fraud prevention. The objective is to create a control environment that is both effective and workable. Fraud risk management requires organizations to understand residual risk and select responses that are proportionate to their exposure.<\/span><\/p>\n

                                  Question 137. What should internal audit do when management accepts an unusually high fraud risk<\/b><\/p>\n

                                    \n
                                  1. <\/b> Assume ownership of the risk<\/span><\/li>\n
                                  2. <\/b> Communicate the concern through appropriate governance channels<\/span><\/li>\n
                                  3. <\/b> Approve the risk automatically<\/span><\/li>\n
                                  4. <\/b> Conceal the matter<\/span><\/li>\n<\/ol>\n

                                    Correct Answer: 2. Communicate the concern through appropriate governance channels<\/b><\/p>\n

                                    Explanation:<\/b><\/p>\n

                                    Management owns operational fraud risks and may decide to accept some exposure. However, if internal audit believes management has accepted a fraud risk beyond an appropriate level, auditors should communicate the concern through established escalation channels, potentially including senior management or the board. Internal audit should not take ownership of the risk because doing so can impair independence. Its role is to provide objective assurance and communicate important weaknesses. The current CFE content specifically addresses internal auditors’ fraud related responsibilities and corporate governance oversight.<\/span><\/p>\n

                                    Question 138. What is the main benefit of automated access reviews<\/b><\/p>\n

                                      \n
                                    1. <\/b> Eliminate all system users<\/span><\/li>\n
                                    2. <\/b> Replace segregation of duties<\/span><\/li>\n
                                    3. <\/b> Identify excessive or conflicting user privileges<\/span><\/li>\n
                                    4. <\/b> Guarantee no cyberfraud occurs<\/span><\/li>\n<\/ol>\n

                                      Correct Answer: 4. Identify excessive or conflicting user privileges<\/b><\/p>\n

                                      Explanation:<\/b><\/p>\n

                                      Automated access review tools can compare user privileges with job roles and identify accounts holding excessive or conflicting permissions. These reviews can help detect situations where one person has incompatible capabilities such as creating a vendor and approving payments. Automation makes review more scalable in organizations with many systems and users, but flagged access still requires appropriate investigation and remediation. Data analytics, continuous monitoring, internal controls, and segregation of duties are all relevant fraud prevention techniques within the current CFE Fraud Prevention and Deterrence framework.<\/span><\/p>\n

                                      Question 139. What should happen when a former employee still has active system access<\/b><\/p>\n

                                        \n
                                      1. <\/b> Keep the access indefinitely<\/span><\/li>\n
                                      2. <\/b> Transfer it to another employee<\/span><\/li>\n
                                      3. <\/b> Increase the privileges<\/span><\/li>\n
                                      4. <\/b> Disable the access promptly<\/span><\/li>\n<\/ol>\n

                                        Correct Answer: 1. Disable the access promptly<\/b><\/p>\n

                                        Explanation:<\/b><\/p>\n

                                        Former employees should not retain access to organizational systems after their legitimate business need ends. Unnecessary active accounts can be misused by the former employee or by someone else who gains access to the credentials. Prompt termination of access is therefore an important preventive control. Organizations should coordinate human resources and information technology processes so account removal occurs reliably when employment ends. Access management reduces opportunity and supports the broader internal control responsibilities addressed in the current CFE Fraud Prevention and Deterrence section.<\/span><\/p>\n

                                        Question 140. What is the best overall use of fraud prevention metrics<\/b><\/p>\n

                                          \n
                                        1. <\/b> Prove the program prevents every fraud<\/span><\/li>\n
                                        2. <\/b> Evaluate trends and improve the program<\/span><\/li>\n
                                        3. <\/b> Replace professional judgment<\/span><\/li>\n
                                        4. <\/b> Eliminate governance reporting<\/span><\/li>\n<\/ol>\n

                                          Correct Answer: 3. Evaluate trends and improve the program<\/b><\/p>\n

                                          Explanation:<\/b><\/p>\n

                                          Fraud prevention metrics can help management evaluate whether the anti fraud program is operating effectively and where improvement may be needed. Useful measures might include training completion, hotline activity, control exceptions, response times, unresolved remediation items, access review results, and recurring fraud themes. No single metric proves that the organization is fraud free, because low reported fraud could reflect either strong prevention or weak reporting. Metrics should therefore be interpreted together and used to support monitoring, governance reporting, and continual program improvement.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

                                          View Full ACFE CFE – Fraud Prevention Exam Dumps and Practice Test Dumps. Question 121. What does differential association theory suggest about criminal behavior Crime results only from poverty Crime is inherited biologically Criminal behavior can be learned through social interaction Crime occurs only without controls Correct Answer: 3. Criminal behavior can be learned through […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[1648,1647],"tags":[],"_links":{"self":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/23132"}],"collection":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/comments?post=23132"}],"version-history":[{"count":1,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/23132\/revisions"}],"predecessor-version":[{"id":23133,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/23132\/revisions\/23133"}],"wp:attachment":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/media?parent=23132"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/categories?post=23132"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/tags?post=23132"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}