Sarbanes-Oxley and its aftermath: a review of the evidence

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dc.contributor.authorBoyle, G.
dc.contributor.authorGrace-Webb, E.
dc.date.accessioned2009-05-12T02:03:26Z
dc.date.available2009-05-12T02:03:26Z
dc.date.issued2007en
dc.descriptionworking paper series: ISCR 07-01en
dc.description.abstractIntroduced in response to several high profile US corporate collapses, the Sarbanes-Oxley Act (SOX) of 2002 has proven to be a gold mine for academic researchers: after only five years, no less than 528 studies of SOX appear on the Social Sciences Research Network (www.ssrn.com). This essay seeks to review the results of this research and provide a concise summary of the available evidence as of late 2007. Overall, although SOX appears to have had some beneficial effects, it has also: increased the costs of auditing, governance and human capital, and compliance more generally; induced a mis-match between auditors and firms; encouraged firms to delist or otherwise stay below the regulatory radar; lowered corporate investment and risk-taking; and had ambiguous effects on the quality of investor information and capital market efficiency.en
dc.identifier.citationBoyle, G., Grace-Webb, E. (2007) Sarbanes-Oxley and its aftermath: a review of the evidence.en
dc.identifier.urihttp://hdl.handle.net/10092/2438
dc.language.isoen
dc.publisherUniversity of Canterbury. Department of Economics and Financeen
dc.rights.urihttps://hdl.handle.net/10092/17651en
dc.subject.marsdenFields of Research::350000 Commerce, Management, Tourism and Services::350200 Business and Managementen
dc.subject.marsdenFields of Research::350000 Commerce, Management, Tourism and Services::350100 Accounting, Auditing and Accountabilityen
dc.titleSarbanes-Oxley and its aftermath: a review of the evidenceen
dc.typeDiscussion / Working Papers
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