CEO Power, Internal Control Quality, and Audit Committee Effectiveness in Substance vs. in Form
Ling Lei Lisic
George Mason University
Terry L. Neal
University of Tennessee
University of Minnesota - Twin Cities
State University of New York at Binghamton - School of Management
During the past decade, new regulations have been adopted in an attempt to improve audit committee effectiveness. Prior research has generally provided evidence in support of these regulations and suggests that a more independent and expert audit committee is more effective. We posit that CEO power reduces or even eliminates the improvements in audit committee effectiveness resulting from independent and financially expert committee members. Thus, CEO power may result in an audit committee that appears effective in form but is not in substance. We construct a composite index for CEO power by combining ten CEO characteristics and employ the incidence of internal control weaknesses as a proxy for audit committee monitoring quality. Since all of the firms in our sample have completely independent audit committees, we use financial expertise to examine the impact of CEO power on audit committee effectiveness. We find that, when CEO power is low, audit committee financial expertise is negatively associated with the incidence of internal control weaknesses. However, as CEO power increases, this association monotonically weakens. When CEO power reaches a sufficiently high level, this association is no longer negative. Importantly, our results are not driven by the CEO’s involvement in director selection. Our paper suggests that more expert audit committees in form do not automatically translate into more effective monitoring. Rather, the substantive monitoring effectiveness of audit committees is contingent on CEO power.
Number of Pages in PDF File: 60
Keywords: Audit committee, CEO power, Internal control
JEL Classification: M41, M42working papers series
Date posted: May 9, 2012 ; Last revised: December 21, 2013
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