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Article
Publication date: 25 January 2024

Ferdy van Beest and Robert Pinsker

The purpose of this study is to construct and test a new measure of auditor orientation using two audit quality-related tasks.

Abstract

Purpose

The purpose of this study is to construct and test a new measure of auditor orientation using two audit quality-related tasks.

Design/methodology/approach

The sample consists of 66 Dutch and US graduate auditing students. Participants complete two tasks: one involving a lease classification and another, supplemental experiment involving a contingent liability judgment. The purpose is to construct a new measure for rules-based/ principles-based orientation. Rigorous, psychometric testing confirms that parts of tolerance for ambiguity (TOA) and need for cognition (NFC), together, form a new construct the authors identify as auditor orientation. The authors next conduct a main and supplemental experiment with novice auditor participants from both the USA and the Netherlands.

Findings

The authors begin with rigorous, psychometric testing using participants from the USA and the Netherlands. The resulting 10-item scale combines parts of TOA and NFC to reflect auditor orientation. The common themes across scale items are high (low) adaptability to complexity and a substance-over-form (form-over-substance) preference for principles-oriented (PO) (rules-oriented [RO]) auditors. Conducting two experiments, results from two distinct tasks confirm our research question; novice auditors classified as RO (PO) are more (less) likely to recommend a more aggressive/client-favorable disclosure judgment.

Originality/value

Auditor orientation (i.e. rules or principles) has a significant impact on the application of rules-based or principles-based standards. How the standards are applied, therefore, influences auditor decision-making and thus audit quality. However, there is a paucity of auditor orientation research to date, including a validated measure. The study contributes a new measure for future research in the related accounting standards and audit quality literatures, while also identifying a potentially important construct in auditor training.

Article
Publication date: 29 March 2024

Tamer K. Darwish, Osama Khassawneh, Muntaser Melhem and Satwinder Singh

This paper aims to explore the strategic and evolving role of human resource management (HRM) directors within the context of underdeveloped institutional arrangements. The study…

Abstract

Purpose

This paper aims to explore the strategic and evolving role of human resource management (HRM) directors within the context of underdeveloped institutional arrangements. The study focuses on India and conducts a comparative analysis of the roles of HRM directors in both multinational enterprises (MNEs) and domestic firms.

Design/methodology/approach

Survey-based data from the HRM directors of 252 enterprises were gathered for the comparative analysis, including both multinational and domestic enterprises.

Findings

HRM directors in MNEs lack the proficiency required to effectively fulfil their strategic role. In addition, there has been a notable shift in the responsibilities of HRM directors in MNEs, with increased emphasis on labour movements and trade union negotiations, as opposed to traditional human resource (HR) activities. This shift suggests that the role of HRM in MNEs operating in India has been influenced by local isomorphic forces, rather than following a “pendulum swing” between home and host country institutional pressures. The prevalence of informality in the Indian institutional arrangements may act as a strong counterforce to integrating the strategic agency of MNEs' home country HRM directors into the organizational structure. Despite facing resistance from the local institutional context, HRM directors in MNEs are responding with a pushback, prioritizing labour movements and trade union negotiations over core HRM activities.

Research limitations/implications

The study highlights the broader implications for theory and practice, shedding light on the challenges faced by HRM directors in navigating incoherent institutional arrangements. It emphasizes the need for a deeper understanding of local forces in shaping HRM practices within multinational settings.

Originality/value

We contribute to the comparative HRM literature by elaborating on power struggles that HRM directors face amid the dichotomies of formal power and authority that are encoded in the organizational structure versus culturally contingent power that can be accrued from engaging in informality. We also highlight their engagement in prolonged institutional mediation and change, which serves as a compensatory mechanism for the institutional shortfalls they encounter within the context of emerging markets.

Details

Employee Relations: The International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0142-5455

Keywords

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