 Knowledge transfer among experts: lessons from audit partner rotationBrian Daugherty, Denise Dickins and Julia Higgs International Journal of Corporate Governance, 2012, vol. 3, issue 2/3/4, 210-224 Abstract: Given the complexity of the transfer of tacit knowledge, the presence of robust knowledge transfer practices are particularly critical when experts transfer knowledge to other experts (e.g., when companies newly-appoint members of the board of directors, or during the succession of key executives). Accounting firms are unique in that in many jurisdictions partners assigned to audit publicly-traded companies are mandated to periodically rotate their client engagement responsibilities, and these rotations in the US have become more frequent following passage of the Sarbanes-Oxley Act. The purpose of this study is to learn more about the knowledge transfer practices of partner-experts in public accounting firms to better understand this critical element of the audit process. As similar between-expert knowledge transfer techniques may be appropriate for use in other business contexts, lessons learned from audit partner rotation may help to mitigate knowledge transfer risks in other organisations. Keywords: knowledge transfer; accounting firms; management strategy; Sarbanes-Oxley Act; audit partner rotation; audit quality; auditing; tacit knowledge; client engagement responsibilities. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijcgov:v:3:y:2012:i:2/3/4:p:210-224 Access Statistics for this article More articles in International Journal of Corporate Governance from Inderscience Enterprises Ltd |
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