Abstract
SUMMARY This article summarizes a study by Huang, Chen, Kaplan, and Lin (2021) which examines whether increases in co-working experience between the lead and concurring audit partners affect engagement audit quality and audit efficiency. The study uses data from Taiwan, where the identities of lead and concurring audit partners are known, and where the role of the concurring partner is different than that of an engagement quality reviewer. This article describes the findings of Huang et al. (2021) and discusses the study's implications to audits in Taiwan and elsewhere which may be of interest to practitioners, regulators, and academics.
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