Auditor actions and the deterrence of manager opportunism: The importance of communication to the board and consistency with peer behavior

Jessica L. Buchanan, Benjamin P. Commerford, Elaine Ying Wang

Research output: Contribution to journalArticlepeer-review

15 Scopus citations

Abstract

Informed by Perceptual Deterrence Theory, we conduct multiple experiments to investigate when and how auditor actions can help deter manager opportunism. In Study 1A, we find that managers are less likely to use real earnings management (REM) when they expect auditors to both increase scrutiny and communicate their observations to the board. However, this effect occurs only when managers' operational decisions are inconsistent (versus consistent) with peer behavior. Study 1B findings suggest that increased auditor scrutiny alone (without auditor-board communication) is not likely to deter REM. In Study 2, we find that increased auditor scrutiny with communication to the board effectively deters both accruals-based earnings management (AEM) and REM, reducing the total level of manager opportunism. However, without communication, increased auditor scrutiny deters AEM, but also induces more REM. Our findings highlight the importance of auditor-board communication and demonstrate how auditor actions can contribute to the deterrence of manager opportunism.

Original languageEnglish
Pages (from-to)141-163
Number of pages23
JournalAccounting Review
Volume96
Issue number3
DOIs
StatePublished - 2021

Bibliographical note

Publisher Copyright:
© 2021 American Accounting Association. All rights reserved.

Keywords

  • Accruals-based earnings management
  • Auditor scrutiny
  • Auditor-board communication
  • Consistency with peer behavior
  • Manager opportunism
  • Perceptual deterrence theory
  • Real earnings management

ASJC Scopus subject areas

  • Accounting
  • Finance
  • Economics and Econometrics

Fingerprint

Dive into the research topics of 'Auditor actions and the deterrence of manager opportunism: The importance of communication to the board and consistency with peer behavior'. Together they form a unique fingerprint.

Cite this