Research On The Impact Of Integrated Management Of ShineWing On Audit Quality

At the beginning of the 21st century,in order to improve the market share of local accounting firms,China’s accounting firms set off a wave of large-scale expansion.With the expansion of accounting firms,the originally scattered audit institutions have been rapidly centralized,and the number of branch offices has also increased rapidly.However,the expansion of the firm’s scale also brought about management problems.Due to the large number of branches and the wide distribution of locations,the difficulty of the audit quality control and management of the head office to the branches has gradually increased,leading to the separation of the head office and the branches,and the failure of the audit projects of the branch offices of the relevant firms "emerge in an endless stream",posing a threat to the high-quality development of the industry.In order to improve the audit quality of the accounting firm and achieve the objectives of "becoming bigger and stronger" and "becoming stronger and better",in 2022,the Ministry of Finance issued the Integrated Management Measures for Accounting Firms,which emphasized the improvement of the service quality of the audit industry,prohibited the head office and each branch office from acting independently,and incorporated the integrated management level into the comprehensive evaluation of the accounting firm.Based on the above policy background,it is worth exploring whether the integrated management of the head office and branch office can have an impact on the audit quality.Therefore,the article discusses the impact of the integrated management on the audit quality from the perspective of the integrated management of the head office and branch office.This article selects ShineWing Certified Public Accountants,a firm with relatively complete integrated management at present,as the research object,uses case analysis and comparative analysis methods to explore the change of audit quality after the implementation of integrated management of headquarters and branches from the perspective of audit subjects and audit results,and collates the motivation and path for ShineWing to implement integrated management of headquarters and branches,It provides reference for other domestic firms to carry out integrated management of head office and branch office.Through the horizontal and vertical comparative analysis of relevant indicators,it is found that:(1)China’s accounting firms generally have a low level of integrated management between the head office and the branch office;(2)After ShineWing has completely realized the integrated management of the head office and the branch office,the audit quality difference between the head office and the branch office is small;(3)Compared with Ruihua Certified Public Accountants,which has not implemented the integrated management of the head office and branch office in the same industry,the audit quality of ShineWing is higher than that of Ruihua Certified Public Accountants,and the integrated management has a positive effect on the improvement of the audit quality of the firm;(4)In the early stage of implementing the integrated management of the head office and branch office,ShineWing lacked the experience of integrated management,and the audit quality had certain volatility,and the overall audit quality level was not stable.Finally,according to the research conclusion,the article provides suggestions for improving the integrated management of the head and branch offices of domestic accounting firms.Although the implementation of the integrated management of the headquarters and branches has a positive effect on the audit quality,it also increases the difficulty of the internal governance of the firm.Therefore,the firm should strengthen its internal management and establish a sound management system.At the same time,the regulatory authority should also strengthen the supervision between the head office and the branch office of the accounting firm to lay the foundation for the high-quality development of the accounting firm.