Total Kvalitetsstyrning inom Non-Big X Revisionsbyråer : Praktiskt arbete med ISQC 1

Sammanfattning: Background and problem: The Enron scandal is one of many audit scandals during the 21st century, which in combination with the global harmonization has led to increased demands on the audit sector and its quality. Due to this the ISQC 1 was designed, which purpose is to control and guide an internal quality control that will achieve and maintain a high level of quality. Research on audit quality has risen with the designing of ISQC 1, where focus mostly have been on how audit firms have managed the implementation of and the work with the standard. However, the research focuses on big international audit firms, which results in audit firms with a lower number of employees being left in the dark. The established field of Total Quality Management can be used to study how audit firms with a lower number of employees work with ISQC 1. Purpose: The purpose of this study is to create an understanding of how non-Big X audit firms use ISQC 1 to assure the quality of their services. Method: This study uses a qualitative method and an inductive approach, with elements of a deductive approach. Empirical primary data has been gathered by longer semi-structured interviews with eight auditors who all works on different non-Big X audit firms. A content analysis has also been executed, which compares ISQC 1 with the cornerstones of TQM. Conclusion: This study indicates that non-Big X audit firms mostly uses meetings, teachings and audit manuals to create a quality culture and work as a basis for the audit process. Furthermore, the study implies that ISQC 1 is experienced as resource-demanding, copious and more adjusted to big international audit firms. To face these issues, this study indicates that a cooperation with audit networks can help. When it comes to audit firms assuring the quality of their services, this study points out that preventing errors is critical for the non-Big X audit firms. Ultimately this study supports that there is an expectation gap, and that customers demand different things than what ISQC 1 advocate.