Subject. The article addresses relations in the internal management system of the IFRS Foundation for differentiation of professional, ideological and socio-political priorities of members of the Foundation’s management bodies. Objectives. The aim is to identify the main elements that form the "centers of power" in the internal management system of the IFRS Foundation; to consider changes in the balance of power within the Foundation, as a result of changed political and economic status of actors in its highest governing body; to assess their potential for realizing the national interests of Russia in the management of international standardization of financial reporting and risk mitigation in the Foundation activities. Methods. The study employs synthesis and analysis, including the correlation analysis of independent and dependent variables, determined on the basis of aggregated statistical data that characterize certain aspects of the internal management system of the IFRS Foundation, and their comparative analysis. Results. We identified components, representing the "centers of power" within the IFRS Foundation, and changes in their arrangement, considering the Brexit, determined the mechanism for the Anglosphere’s predominance over other components, with formal compliance with the Charter of the IFRS Foundation, formulated proposals to improve the efficiency of the Foundation, subject to the interests of the EU and Russia. Conclusions. The findings draw attention to the actual power balance in the Foundation’s leadership, and to possible coordination of the EU’s and Russia’s efforts within the IFRS Foundation activities.
Keywords: IFRS, Anglosphere, Eurosphere, accounting system, management, EU
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