
Jeroen Suijs is Professor of Financial Accounting at the Erasmus School of Economics, Erasmus University Rotterdam, where he also serves as Director of the Department of Business Economics. He earned his MSc in Econometrics and Operations Research and his PhD in cooperative game theory from Tilburg University. Before joining Erasmus in 2017, Jeroen held academic positions at Tilburg University and Rotterdam School of Management, including five years as Head of the Accountancy Department at Tilburg. He was a KNAW Academy Researcher from 1999 to 2004 and spent time as a visiting scholar at the Kellogg School of Management in the United States.His research focuses on the role of financial reporting in the functioning of capital markets and the economics of audit markets. He examines topics such as disclosure regulation, audit production processes, and the economic forces shaping audit quality. Jeroen has published in leading journals including Journal of Accounting Research, Journal of Accounting and Economics, and Review of Accounting Studies. Recent work explores ESG materiality assessments, mandatory disclosure costs, and the valuation implications of unbundled disclosures.In addition to his research, Jeroen is actively involved in teaching and curriculum innovation, particularly in financial accounting education. He has led projects to digitize accounting exercises and improve student engagement through adaptive learning platforms. His work bridges academic insights with policy and practice, contributing to debates on audit regulation and financial transparency.
KEY TAKE-AWAYS
Audit firm culture is viewed by regulators and inspectors as the means to enhance audit quality. This study uses the Competing Values Framework (CVF) to explore the culture of
large audit firms, and their attempts to change their cultures. We find that these firms predominantly emphasize a culture characterized by collaboration and control, which is consistent with an inward focus. We also find that audit firms struggle to implement a consistent understanding of culture across their offices and function levels, and there is a gap in how partners perceive culture compared to that of non-partner staff. This “culture gap” has negative consequences on auditors, as larger culture gaps are associated with lower psychological safety and poorer person organization fit. Embedding mechanisms can lower the culture gap, but having adequate resources is far more important of an embedding mechanism than “tone at the top.” The findings underscore the importance of actively communicating and reinforcing stated cultural values, and provide audit firms with a practical tool to diagnose problems in achieving culture change.
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