Drivers of operational audit effectiveness: chief internal audit executives’ views

Purpose This study enhances the understanding of operational audit (OA) practice by identifying the key enabling factors that support effective OA implementation and by positioning these factors within a new practice-informed model. Design/methodology/approach We develop a model of OA effectiveness drawing on prior research and insights from chief audit executives (CAEs) across Australia, obtained through semi-structured interviews. Findings While many enabling factors identified in prior literature are confirmed, our results refine two core areas. First, practitioners do not primarily assess the traditional 3 Es (efficiency, effectiveness and economy); instead, they focus on organisational risks and objectives. Second, OA is most effective when auditors adopt a fit-for-purpose, adaptable methodology rather than a standardised, prescriptive approach. Originality/value The revised model clarifies contemporary OA purpose and practice, offering guidance that can strengthen OA credibility, operational effectiveness and the institutionalisation of the internal audit function. By explicating the interdependence and relative importance of enabling factors, it advances the literature from descriptive success-factor lists toward a more explanatory model of OA effectiveness.