Christopher, Sarens, and Leung (2009) identify various threats to maintaining the independence of the internal audit function, including using the function as a ‘‘stepping stone’’ to management positions or having the balance of internal audit oversight resting with top management, rather than the audit committee. Likewise, Messier, Reynolds, Simon, and Wood(2011) find that external auditors perceive internal auditors to be less objective when internal audit
is a management training ground. Christ, Masli, Sharp, and Wood (2012) find that accounting risk
and CEO excess compensation are higher and pay-performance sensitivity is lower in companies
where internal audit is a management training ground. Ahlawat and Lowe (2004) find less internal
audit advocacy for the client when the function is outsourced, as opposed to in-house, suggesting greater objectivity when internal audit is outsourced.