- Title
- A framework for the strategic alignment of internal auditing in the public sector
- Creator
- Nyenyiso, Sizwe
- Subject
- Auditing, Internal
- Subject
- Auditing
- Subject
- Accounting
- Date Issued
- 2024-04
- Date
- 2024-04
- Type
- Doctoral theses
- Type
- text
- Identifier
- http://hdl.handle.net/10948/65368
- Identifier
- vital:74095
- Description
- The role of internal auditing has evolved from a control-based function to a strategic partner of strategy formulation and execution. In today’s fast paced business environment, the demand for internal audit (IA) services has increased enormously as management struggles to respond to disruptions. To maximise the IA value and effectively respond to the expectations of stakeholders, the internal audit functions (IAFs) must be properly aligned with the strategic direction of their organisations. Public sector IAFs must align their work with the strategies, objectives and risks of the public sector organisations and promote organisational improvement. Failure to strategically align the IAFs may lead to the non-delivery of their mandate, and thus be unable to assure, advise and provide the insights that inform strategic decision making. It is concerning that the public sector IAFs may not be adequately aligned to the strategic direction of their organisations, and that no mechanism is in place to enable this alignment. Hence the primary objective of this study to develop a framework for aligning public sector IAFs with the strategic direction of the South African public sector organisations. The secondary objectives were to investigate factors that impact on IA alignment with the strategies of the public sector organisations; and how these can be integrated into the IA strategic alignment framework. This qualitative Delphi study used a combination of the Agency Theory and Strategic Alignment Theory (SAT) to better understand the phenomenon of IA strategic alignment. An iterative process of three Delphi rounds was followed to facilitate consensus among participants, who were selected using a purposive sampling method. This culminated in the development of IA strategic alignment framework, encompassing five components: organisational context; IA governance; IA planning approach; IA processes and IA resourcing, as well as 48 factors (35 positive and 13 negative) of IA strategic alignment. The study also found 15 benefits of IA strategic alignment (eight benefits to the organisation and seven to the IAF).
- Description
- Thesis (PhD) -- Faculty of Business and Economic Sciences, School of Accounting, 2024
- Format
- computer
- Format
- online resource
- Format
- application/pdf
- Format
- 1 online resource (xix, 334 pages)
- Format
- Publisher
- Nelson Mandela University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela University
- Rights
- All Rights Reserved
- Rights
- Open Access
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NMU School of Accounting
| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | Nyenyiso, S April 2024.pdf | 4 MB | Adobe Acrobat PDF | View Details Download |