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Iowa Ledger (2022) - Tippie College of Business

Iowa Ledger is an annual publication for alumni and friends of the Department of Accounting, Tippie College of Business, University of Iowa.

Iowa Ledger is an annual publication for alumni and friends of the Department of Accounting, Tippie College of Business, University of Iowa.

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RESEARCH<br />

The Case for the Chief Accounting Officer<br />

BY • TOM SNEE<br />

14 % ( )<br />

The likelihood firms<br />

with a CAO will have<br />

to restate earnings<br />

One <strong>of</strong> the biggest C-suite trends over the last decade has been the evolution <strong>of</strong> the<br />

chief financial <strong>of</strong>ficer (CFO) into more <strong>of</strong> a strategic manager, which begs the question<br />

<strong>of</strong> who on the executive team devotes their time to overseeing the financial reporting.<br />

A recent study by <strong>Tippie</strong> <strong>College</strong> <strong>of</strong><br />

<strong>Business</strong> assistant pr<strong>of</strong>essor Adrienne<br />

Rhodes and her co-author, Dan<br />

Russomanno <strong>of</strong> the University <strong>of</strong> Arizona,<br />

finds that many firms elevate a chief<br />

accounting <strong>of</strong>ficer (CAO) or controller to<br />

the executive <strong>of</strong>ficer team. Overall, this<br />

has been beneficial for firms that have<br />

made the change, as those that elevate<br />

their CAO to an executive <strong>of</strong>ficer position<br />

tend to produce more reliable financial<br />

statements than firms with a chief<br />

financial <strong>of</strong>ficer only. Firms with this<br />

reporting structure see a 14% decrease<br />

in the likelihood <strong>of</strong> a restatement than<br />

firms that have only a CFO, and the longer<br />

the CAO is in place, the less likely a firm<br />

will need to restate its earnings.<br />

Rhodes and her co-author tracked the<br />

executive <strong>of</strong>ficers in Form 10-K or proxy<br />

statement filings <strong>of</strong> public firms between<br />

2000 and 2016, some with CAOs, others<br />

with only CFOs. They found other benefits<br />

for those with CAOs or equivalent positions:<br />

they made fewer accrual estimation errors<br />

and unsigned total current accruals, and<br />

corrected material weaknesses in internal<br />

control more quickly.<br />

They also found firms are most likely<br />

to benefit from a CAO at the executive<br />

<strong>of</strong>ficer level when there is more pressure<br />

on executives’ time and attention, such<br />

as those with more segments and<br />

subsidiaries, and with more foreign<br />

transactions. Since the CFO in many<br />

firms has evolved into a position focused<br />

more on strategic matters and firm<br />

management, a CAO is able to give<br />

financial reporting the time and attention<br />

that a CFO may no longer have time for.<br />

Since restatements are <strong>of</strong>ten seen as<br />

signs <strong>of</strong> sloppy management, they can<br />

lead to lower stock prices or greater<br />

attention from regulators that will lower<br />

the firm’s value. Rhodes says elevating<br />

the CAO to an executive <strong>of</strong>ficer position<br />

also has a kind <strong>of</strong> symbolism that could<br />

build trust and firm value.<br />

“The presence <strong>of</strong> a CAO may represent<br />

a firm strategy to signal high financial<br />

reporting quality to the market, and the<br />

increased reliability <strong>of</strong> reporting from<br />

a firm with a CAO may be driven by this<br />

commitment,” she said. •<br />

UNIVERSITY OF IOWA TIPPIE COLLEGE OF BUSINESS 11

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