This book takes us 'behind closed doors' to uncover the nature of the relationship between the audit engagement partner and the company finance director in major listed companies. Based on matched interviews with finance directors and audited engagement partners of six listed companies, the book uncovers both sides' perceptions of how contentious and non-contentious issues are resolved. New insights are provided about the workings of the audit process itself, how negotiation is conducted and the personal relationships and balance of power between the auditors and the board of directors.

VIVIEN BEATTIE is Professor of Accounting at the University of Stirling. She has published over thirty research articles and reports, as well as contributing regularly to professional journals. Her main research interests are external audit and business reporting. She is a member of the UK Accounting Standard Board's Academic Panel. She is also a panel member for Accounting and Finance in the 2001 UK Research Assessment Exercise being undertaken in the UK.

STELLA FEARNLEY is a Reader in Accounting in the Department of Accounting and Management Science, University of Portsmouth and was formerly a senior technical manager at Grant Thornton. Her main research interests are external audit and accounting regulation, and she has published widely on these topics. She is an elected member of the Council of the Institute of Chartered Accountants in England and Wales, being Deputy Chair of its Centre for Business Performance.

RICHARD BRANDT is a Research Fellow in the Department of Accounting and Management Science, University of Portsmouth. He was previously Head of Audit at Grant Thornton for nine years, and is a former member of the Urgent Issues Task Force. He is editor of the 2000-2001 edition of Auditing and Reporting, published by ABG Professional Information.

PART I Introduction and Regulatory Framework The Auditor-Client Relationship Questionnaire Stage of Study PART II Introduction to the Case Studies 'In the Top Five of the Highest Risk Clients': Nick and Simon (NS plc) 'You Can't Eat an Elephant': Thomas and James (TJ plc) 'Paul's Job is Not to Win Friends, it's to Protect Our Shareholders, and That's My Job as Well': Michael and Paul (MP plc) 'Cushions and Pillows': Colin, Richard and Andrew (CRA plc) 'They Don't Challenge Me Enough': Robert and Charles (RC plc) 'They're Almost Part of the Management Team': Dennis and Alan (DA plc) PART III The Grounded Theory Process Cross-case Analysis and Theory Development Conclusions