Agility as a Driver of Audit Mission Effectiveness
A Theoretical Framework and Case Study of Deloitte Morocco
DOI:
https://doi.org/10.23882/emss26372Keywords:
Agile audit, Scrum and Kanban method, traditional auditAbstract
Objective: This article examines the extent to which integrating agile practices (Scrum, Kanban), framed by the COSO model and the Takeuchi and Nonaka agile framework, can improve the effectiveness of audit engagements compared with the traditional approach. Methods: An exploratory qualitative study was conducted through a semi-structured interview, organized in five parts, with the head of an audit engagement at Deloitte Morocco. Results: The findings show that Deloitte Morocco, like the other Big Four firms present in Morocco, still relies on a traditional audit process and has not yet integrated agile practices; the interview nonetheless reveals the firm's openness to future integration, which does not allow the four proposed hypotheses (H1-H4) to be empirically confirmed or refuted. Conclusion: This exploratory study highlights the gap between the theoretical potential of agile auditing and its actual adoption in Morocco and paves the way for future research based on a larger sample allowing statistical testing of the proposed hypotheses.
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