This study, based upon Belgian case studies, provides a qualitative assessment of the relationship between internal audit and senior management, analysing the expectations and perceptions of both parties. We found that senior management's expectations have a significant influence on internal audit and that internal audit, generally, is able to meet most of these expectations. Senior management wants internal audit to compensate for the loss of control they experience resulting from increased organisational complexity. Senior management expects internal audit to fulfil a supporting role in the monitoring and improvement of risk management and internal control, and wants them to monitor the corporate culture. Furthermore, they expect internal audit to be a training ground for future managers. On the other hand, internal audit expects senior management to take the first steps in the formalisation of the risk management system. They are looking for senior management support, as this benefits their overall acceptance. SUMMARYThis study aims to contribute to the literature by investigating the relationship between internal audit and senior management (CEOs and CFOs). More specifically, we provide a qualitative analysis of their expectations and perceptions with regard to each other. In addition, we take into account the influence of the audit committee. Our conclusions are based upon five case studies within Belgian companies.We found that, on the one hand, senior management's expectations have a significant influence on internal audit. Internal audit, on the other hand, is able to meet most of these expectations leading to the management support they need.

PurposeThis study aims to critically analyse the independence of the internal audit function through its relationship with management and the audit committee.Design/methodology/approachResults are based on a critical comparison of responses from questionnaires sent out to Australian chief audit executives (CAEs) versus existing literature and best practice guidelines.FindingsWith respect to the internal audit function's relationship with management, threats identified include: using the internal audit function as a stepping stone to other positions; having the chief executive officer (CEO) or chief finance officer (CFO) approve the internal audit function's budget and provide input for the internal audit plan; and considering the internal auditor to be a “partner”, especially when combined with other indirect threats. With respect to the relationship with the audit committee, significant threats identified include CAEs not reporting functionally to the audit committee; the audit committee not having sole responsibility for appointing, dismissing and evaluating the CAE; and not having all audit committee members or at least one member qualified in accounting.Originality/valueThis study introduces independence threat scores, thereby generating analysis of the internal audit function's independence taking into account a combination of threats.

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PurposeThe purpose of this paper is to describe and compare in a qualitative way how internal auditors perceive their current role in risk management within US and Belgian companies.Design/methodology/approachIn order to get adequate data, Chief audit executives from 10 different companies were interviewed and relevant documents were analyzed.FindingsIn the Belgian cases, internal auditors' focus on acute shortcomings in the risk management system creates opportunities to demonstrate their value. Internal auditors are playing a pioneering role in the creation of a higher level of risk and control awareness and a more formalized risk management system. In the US cases, internal auditors' objective evaluations and opinions are a valuable input for the new internal control review and disclosure requirements mentioned in the Sarbanes Oxley Act.Research limitations/implicationsGiven the qualitative nature of this study, generalization to all Belgian and US companies is not possible. The time specific character of the subject is an opportunity for future longitudinal research.Practical implicationsIn Belgium, the internal auditing profession is actually in a kind of “transition phase”. In order to survive this transition phase, internal auditors need to assume a “teaching role” vis‐à‐vis the different management levels to make them aware of their responsibilities in risk management. After this transition period, internal auditors will be able to focus more on their core activities.Originality/valueIn addition to a number of quantitative studies, this paper extends in a qualitative and comparative way the understanding of the specific role of internal auditors in risk management within US and Belgian companies.