In this thesis, I examine how auditors construct their mental representations and test their hypotheses about the strength of a client’s control environment. With regard to the former, I hypothesize that management’s frame of the control system and auditor’s retrieval of control environment information from memory may influence the auditor’s control environment mental representation and impact subsequent audit judgments. Consistent with my theoretical predictions, I find that retrieval of control environment information from memory biases an auditor’s mental representation, and that this biased mental representation impacts subsequent fraud assessment. In addition, there is limited evidence to support the conjecture that auditors may be susceptible to management’s framing of the internal control system resulting in relatively positive control environment evaluations which was found to transfer to some subsequent audit judgments. With regard to the latter, prior audit literature has examined how auditors evaluate person specific characteristics, such as competence, of other auditors, however there has been no research that has examined how auditors test such characteristics of client management. I disentangle whether auditors utilize a diagnostic and/or a conservative hypothesis testing strategy when testing client management’s ethicality and competence as these are fundamental components of the client’s control environment. A diagnostic testing strategy is evidenced by the auditor searching for the most informative information, whereas a conservative testing strategy is evidenced by the auditor searching for risks. I examine how a checklist decision aid contained in the current institutional context may inhibit auditors’ utilization of a diagnostic testing strategy, and examine how a schematic decision aid is able to enhance diagnostic testing. The results indicate that auditors utilize both diagnostic and conservative testing strategies when testing client management ethicality; however, the auditor’s testing strategy is only diagnostic when testing client management competence. In regard to decision aids, I found that when testing client management ethicality and competence, a schematic decision aid was able to increase the auditor’s extent of diagnostic testing. The checklist decision aid decreased the auditor’s extent of diagnostic testing only when testing client management ethicality, and was not different from unaided judgments when testing client management competence. / Thesis (Ph.D, Management) -- Queen's University, 2011-02-22 13:43:07.232

abstract: This study investigates the relation between the line of service (audit, tax, advisory) of Big Four office managing partners (OMPs) and both non-audit service fees and audit quality. Given that audit quality has been shown to vary across offices and because changes in office-level leadership can impact the office culture, I examine the impact of the OMP’s line of service on non-audit service fees and audit quality. I find that when an accounting firm office changes leadership to an advisory OMP, non-audit service revenues increase while audit quality suffers. This finding is consistent with advisory partners encouraging an office culture that emphasizes selling non-audit services more than conducting quality audits. Overall, this study provides evidence consistent with regulators’ concerns that the recent trend toward greater advisory services at the largest accounting firms reduces their focus on providing high-quality audits, thereby leading to decreased audit quality. / Dissertation/Thesis / Doctoral Dissertation Accountancy 2016

Bakgrund och forskningsfråga: Målstyrning är ett viktigt hjälpmedel för företag i deras strävan efter att följa sina strategier. Målstyrning kan ske genom användning av formella eller informella styrmedel, och ska anpassas efter varje enskilt företag. Traditionella affärsverksamheter har ofta som fokus att generera vinst och använder sig främst av formella styrmedel. Kreativa näringar har istället sitt fokus på kreativiteten, och använder sig främst av informella styrmedel. Kreativa företag har inte samma möjlighet att konkurrera på marknaden som traditionella affärsverksamheter, men den ekonomiska aspekten är fortfarande viktig då det är ett krav för deras fortlevnad. Flertalet kreativa näringar väljer att diversifiera sin verksamhet inom relaterade områden för att skapa en mer stabil ekonomi. Detta medför dock en utmaning i att behålla kreativiteten inom ett område, trots en diversifierad verksamhetsstruktur. Studiens övergripande forskningsfråga är: Hur håller kreativa företag, inom konstsektorn, med relaterat diversifierad verksamhetsstruktur samman hela organisationen genom målstyrning? Syfte: Syftet med denna studie är att beskriva hur kreativa företag med flertalet olika verksamhetsgrenar utformat sin målstyrning med hjälp av olika formella och informella styrmedel. Ytterligare ett syfte är att analysera vilka fördelar och nackdelar de olika styrmedlen skapar för företagen gällande deras målstyrning. Metod: Denna studie utgör en fallstudie av två kreativa näringar. Undersökningen utgår från en abduktiv forskningsansats med en kvalitativ forskningsstrategi. Den teoretiska referensramen är främst baserad på insamlat material från litteratur och vetenskapliga artiklar. Det empiriska materialet utgörs främst av ingående personliga intervjuer, samt viss information från hemsidor tillhörande de organisationer som deltar i denna studie. Slutsats: Kreativa näringar med relaterat diversifierad verksamhetsstruktur använder formella styrmedel för att styra de ekonomiska aspekterna och informella styrmedel för att styra kreativiteten och de anställdas beteenden. Denna målstyrning gör att de kan uppfylla både deras ekonomiska och konstnärliga mål och hålla samman sin relaterat diversifierade verksamhetstruktur. / Background and research question: Performance management is an important tool for businesses in their efforts to pursue their strategies. Performance management can be achieved through the use of formal or informal control instruments, and should be tailored to each individual company. Traditional businesses often have the focus to generate profit and primarily use formal control instruments. Creative industries have instead its focus on creativity, and primarily use informal control instruments. Creative companies do not have the same opportunity to compete in the market as traditional businesses, but the financial aspect is still important as it is a requirement for their survival. Most creative industries choose to diversify their business in related areas to create a more stable economy. However, this means a challenge to retain the creativity in one area, despite a diversified business structure. The study's overall research question is: How do creative businesses, in the arts sector, with a related diversified business structure hold together the entire organization through performance management? Objective: The purpose of this study is to describe how creative companies with several different branches of business activity have designed its performance management using different formal and informal control instruments. Another purpose is to analyze the advantages and disadvantages that the different control instruments create for companies concerning their performance management. Method: This study is a case study of two creative industries. The survey is based on an abductive research approach with a qualitative research strategy. The theoretical framework is mainly based on material collected from literature and scientific articles. The empirical material consists mainly of detailed personal interviews, as well as certain information from websites belonging to organizations involved in this study. Conclusion: Creative industries with a related diversified business structure are using formal control instruments to steer the financial aspects and informal control instruments to steer creativity and employee behavior. This performance management enables them to meet both their financial and artistic goals and hold together its related diversified business structure.

The “statement” from senior decision-maker is a section in the sustainability           report, where the most “senior decision-maker” of the institution (such as CEO,            chairman, or equivalent senior position) gives the personal view about the           relevance of sustainability to the ​institution and its strategy for addressing           sustainability. Such a statement is one medium used by company leaders to            communicate their attitudes and values to stakeholders in sustainability reports.          Under commercial circumstances, sustainability is also referred to as Corporate          Social Responsibility (CSR). This paper analyzes Chinese and Nordics senior decision-makers’ perception of CSR within the banking sector. The research sample consists of statements of senior decision-makers from sustainability reports of four Chinese banks, respective four Nordic banks. Previous studies show that CSR conception is influenced by cultural and social backgrounds. By analyzing respective Chinese/Nordic senior decision-maker’s statement, this study isaimingtofindout how Chinese/Nordic culture and social concepts are promoted in their respective bank institutions, and therefore lead to different CSR focus and strategies. The results from the study show that Chinese senior decision-makers’ statements are strongly influenced by t​raditional Chinese philosophy and social background, especially Confucian and Taoism, as well as​Xi Jinping’s guidelines delivered at the 19th National Congress of the Communist and the 13th Five-Year Plan. In relation to the Nordic senior decision-makers the gender equality and racial equality were noted. Senior decision-makers of Chinese banks mainly focus on “social stability and progress”, “economic responsibility”, and “customers”,while         senior decision-makers of Nordic banks mainly focus on “economic responsibility”, “customers”, and “environmental protection”. / 公司资深决策者(首席执行官，董事长，或同等级别)会在可持续发展报告中 用一个章节来申明他们的观点。这个章节的内容涵盖可持续发展与该公司组 织架构的相关度，以及该公司可持续发展的战略和对策。公司领导通过这种 形式对股东传达公司的态度和价值观。在商业环境中，可持续发展也经常被 称为公司社会责任(CSR)。 本论文分析了中国和北欧银行业资深决策者们对于企业社会责任的认知。本 论文的研究对象是银行可持续发展报告中资深决策者的陈述观点，它们分别 取自4家中国银行和4家北欧银行。现存的研究指出公司社会责任这一概念以 及对其的认知受到文化和社会背景的影响。通过研究中国和北欧不同银行资 深决策者在可持续发展报告中的陈述及观点，本论文意在深入理解文化和社 会因素是如何在公司中得到，并最终影响公司社会责任的实践和战略。 研究结果显示中国传统哲学和社会背景深刻影响中国银行业资深决策者对于 可持续发展的陈述和观点，特别是儒家思想，道家思想，​和​习近平​在​19大​的 报告，​以及​中国​第​十三​个​五​年​规划。而在北欧，可持续发展报告主要受到性 别平等和种族平等方面​的​影响。在银行可持续报告中，中国的资深决策者主 要关注“社会平稳和发展”，“经济责任”，和“客户”，而北欧的资深决策者主 要关注“经济责任”，“客户”和“环境保护”。

Abstract in English, Afrikaans and Sepedi / The auditing profession is facing criticism for audit firms being associated with clients with a poor ‘tone at the top’ despite auditors being required to assess a company’s ‘tone at the top’, both prior to and during an audit. A problem arises if, should auditors perform an inappropriate ‘tone at the top’ assessment, they may be associated with an unethical company. Moreover, such an inappropriate assessment may result in an incorrect risk of material misstatement assessment and, consequently, an inappropriate audit opinion on the financial statements of the company. A qualitative research approach and a multiple case study design were used to understand how auditors assess a company’s ‘tone at the top’. An audit partner from six JSE-accredited audit firms and senior inspectors from the IRBA were interviewed. It was found that the participating auditors assess a company’s ethical leadership, ethical culture, the governance role of the audit committee and compliance with laws and regulations when assessing a company’s ‘tone at the top’ while adhering to quality control principles. Despite the participants acknowledging both that ‘tone at the top’ assessments are conducted during the pre-engagement and planning of an audit and that the audit engagement partner is responsible for these assessments, there was a lack of evidence in the audit files supporting these assessments. The study findings may enable audit firms to include guidance in their audit methodologies on ‘tone at the top’ assessments and in documenting such assessments and may also assist the IRBA in providing guidance and training to auditors on ‘tone at the top’ assessments. / Die ouditprofessie staar kritiek in die oë as gevolg van die feit dat ouditfirmas geassosieer word met kliënte met 'n swak “karakter aan die hoof”, ten spyte daarvan dat van ouditeurs vereis word om 'n maatskappy se “karakter aan die hoof” voor en tydens 'n oudit te assesseer. Die probleem is dat indien ouditeurs 'n onvanpaste assessering van die “karakter aan die hoof” uitvoer, hulle met 'n onetiese maatskappy geassosieer kan word. Boonop kan so 'n onvanpaste assessering aanleiding gee tot 'n verkeerde assessering van die risiko van wesenlike wanvoorstelling en, gevolglik, 'n onvanpaste ouditmening oor die finansiële state van die maatskappy. 'n Kwalitatiewe navorsingsbenadering en 'n veelvoudige gevallestudie-ontwerp is gebruik om te verstaan hoe ouditeurs 'n maatskappy se “karakter aan die hoof” assesseer. Onderhoude is met ouditvennote van ses ouditfirmas wat deur die JSE geakkrediteer word en senior inspekteurs van die IRBA gevoer. Daar is bevind dat die deelnemende ouditeurs 'n maatskappy se etiese leierskap, etiese kultuur, die beheerrol van die ouditkomitee en voldoening aan wette en regulasies assesseer wanneer 'n maatskappy se “karakter aan die hoof” geassesseer word terwyl aan gehaltebeheerbeginsels voldoen word. Ten spyte daarvan dat die deelnemers erken dat assesserings van “karakter aan die hoof” uitgevoer word tydens die vooraanstelling en beplanning van ’n oudit en dat die ouditaanstellingsvennoot verantwoordelik is vir hierdie assesserings, is daar 'n gebrek aan bewyse in die ouditlêers wat hierdie assesserings steun. Die studie se bevindings kan ouditfirmas in staat stel om leiding in hulle ouditmetodologieë in te sluit vir assesserings van “karakter aan die hoof” en om sodanige assesserings te dokumenteer, en dit kan die IRBA ook help om leiding en opleiding aan ouditeurs te gee vir sulke assesserings. / Profešene ya go hlakiša e lebane le tshekatsheko ka lebaka la difeme tša tlhakišo tšeo di amanywago le badirelwa ba ‘boikgafo le boetapele bja taolo’ bja go fokola, le ge bahlakiši ba nyakega go lekola ‘boikgafo le boetapele bja taolo’ bja khamphani, bobedi pele ga le nakong ya tlhakišo. Bothata bo tšwelela ge, go ka direga gore bahlakiši ba dire tekolo ya ‘boikgafo le boetapele bja taolo’ yeo e sego ya maleba, ba ka amanywa le khamphani ya go se be le maitshwaro. Gape, tekolo yeo e sego ya maleba, e ka tšweletša kotsi ya tekolo ya setatamente se se fošagetšego sa materiale gomme, ka gona, kgopolo ya tlhakišo yeo e sego ya maleba mo setatamenteng sa ditšhelete sa khamphani. Mokgwa wa dinyakišišo tša temogo le moakanyetšo wa tshepetšo ya dinyakišišo di šomišitšwe go kwešiša ka moo bahlakiši ba lekolago ‘boikgafo le boetapele bja taolo’ bja khamphani. Badirišani ba tlhakišo go tšwa femeng ya bahlakiši yeo e dumeletšwego ya JSE le bahlahlobibagolo go tšwa IRBA ba boledišitšwe. Go utollotšwe gore bahlakiši bao ba kgathago tema ba lekotše boetapele bja maitshwaro bja khamphani, setšo sa maitshwaro, mošomo wa taolo wa komiti ya tlhakišo le go obamela melao le melawana ge go lekolwa ‘boikgafo le boetapele bja taolo’ wa khamphani mola go latelwa mekgwa ya taolo ya boleng. Le ge bakgathatema ba amogela bobedi gore ditekolo tša ‘boikgafo le boetapele bja taolo’ di dirwa nakong ya peakanyo ya pele le thulaganyo ya difaele tša tlhakišo tšeo di thekgago ditekolo tše, ga se gwa ba le bohlatse ka mo difaeleng tša tlhakišo tšeo di thekgago ditekolo tše. Dikutollo tša dinyakišišo di ka thuša difeme tša tlhakišo go akaretša tlhahlo mo mekgweng ya bona ya tlhakišo mo go ditekolo tša ‘boikgafo le boetapele bja taolo’ le go ngwala ditekolo tšeo, gape di ka thuša gape IRBA ka go fa tlhahli le tlhahlo go bahlakiši mo ditekolong tšeo. / Business Management / M. Phil. (Accounting Sciences)