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The Strategic Options of Supreme Audit Institutions: The Case of Four Nordic Countries
Author(s) -
Jeppesen Kim K.,
Carrington Thomas,
Catasús Bino,
Johnsen Åge,
ReichbornKjennerud Kristin,
Vakkuri Jarmo
Publication year - 2017
Publication title -
financial accountability and management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.661
H-Index - 44
eISSN - 1468-0408
pISSN - 0267-4424
DOI - 10.1111/faam.12118
Subject(s) - audit , accounting , portfolio , business , competition (biology) , performance audit , strategic planning , joint audit , finance , internal audit , marketing , ecology , biology
Based on the theory of professional competition, this paper identifies and investigates four strategic options of supreme audit institutions (SAIs) through a case study of four Nordic national audit offices: a performance auditing strategy; a financial auditing strategy; a portfolio strategy; and a hybrid strategy. The analysis of the Nordic SAIs shows that while one SAI appears to have adopted a hybrid strategy, the portfolio strategy has been chosen by the three other SAIs, although with some variations in the portfolio. The paper concludes by discussing the implications of these strategic options for public sector auditing.