2013
DOI: 10.1111/acfi.12025
|View full text |Cite
|
Sign up to set email alerts
|

Is the objectivity of internal audit compromised when the internal audit function is a management training ground?

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

4
41
0
2

Year Published

2015
2015
2023
2023

Publication Types

Select...
7
1

Relationship

0
8

Authors

Journals

citations
Cited by 35 publications
(55 citation statements)
references
References 23 publications
4
41
0
2
Order By: Relevance
“…This practice is somewhat perplexing given evidence from prior research suggesting it diminishes internal auditors' objectivity (Messier, Reynolds, Simon, & Wood, 2011;Rose, Rose, & Norman, 2013). We extend prior research on the effects of systematically rotating internal auditors into operational management by conducting interviews with chief audit executives and audit committee chairpersons to develop an initial framework of how this practice is thought to impact financial reporting outcomes.…”
Section: Introductionmentioning
confidence: 98%
“…This practice is somewhat perplexing given evidence from prior research suggesting it diminishes internal auditors' objectivity (Messier, Reynolds, Simon, & Wood, 2011;Rose, Rose, & Norman, 2013). We extend prior research on the effects of systematically rotating internal auditors into operational management by conducting interviews with chief audit executives and audit committee chairpersons to develop an initial framework of how this practice is thought to impact financial reporting outcomes.…”
Section: Introductionmentioning
confidence: 98%
“…4 Only the best and overperforming internal auditors will be promoted into promising positions, while underperforming auditors will stay for a longer period in the internal audit functions or will never get a promotion. Findings show that, especially in this arrangement, a loss of objectivity (Hoos et al, 2014;Rose et al, 2013) and efficiency (Anderson et al, 2012) can be identified.…”
Section: Internal Auditing and Auditors' Objectivitymentioning
confidence: 85%
“…"springboard" for higher management positions. Research by Goodwin and Yeo (2001) shows that 43% of respondents, chief audit executives in enterprises in Singapore, confirm the practice, while in the US, the situation is such in more than half of publicly listed companies (Rose et al, 2013). Also, research by Christopher et al (2009) shows that 56% of internal auditors in Australian companies believe that the appointment of internal auditors to higher managerial positions is, in fact, a reflection of the business culture.…”
Section: Specifics Of Ensuring Independence and Objectivity Of Internmentioning
confidence: 99%
“…More specifically, it is a reasonable assumption that internal auditors will, to some extent, be biased in carrying out their activities, bearing in mind that the audited entity has concrete plans to develop their careers. Independence and objectivity is surely brought into question as a result of internal auditors' desire "not to compromise their relationship with the counterparts and not to be characterized as unreliable and untrustworthy colleagues" (Rose et al, 2013(Rose et al, , p. 1008. In addition, internal auditors hoping or expecting to move to senior management functions are not sufficiently interested to adequately carry out their activities and show no initiative to improve audit quality.…”
Section: Specifics Of Ensuring Independence and Objectivity Of Internmentioning
confidence: 99%