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Journal articles on the topic 'Accounting - Professional association - Marketing'

Author: Grafiati

Published: 4 June 2021

Last updated: 5 February 2022

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1

Bills, Kenneth L., Lauren M. Cunningham, and Linda A. Myers. "Small Audit Firm Membership in Associations, Networks, and Alliances: Implications for Audit Quality and Audit Fees." Accounting Review 91, no. 3 (July 1, 2015): 767–92. http://dx.doi.org/10.2308/accr-51228.

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ABSTRACT In this study, we examine the benefits of membership in an accounting firm association, network, or alliance (collectively referred to as “an association”). Associations provide member accounting firms with numerous benefits, including access to the expertise of professionals from other independent member firms, joint conferences and technical trainings, assistance in dealing with staffing and geographic limitations, and the ability to use the association name in marketing materials. We expect these benefits to result in higher-quality audits and higher audit fees (or audit fee premiums). Using hand-collected data on association membership, we find that association member firms conduct higher-quality audits than nonmember firms, where audit quality is proxied for by fewer Public Company Accounting Oversight Board (PCAOB) inspection deficiencies and fewer financial statement misstatements, as well as less extreme absolute discretionary accruals and lower positive discretionary accruals. We also find that audit fees are higher for clients of member firms than for clients of nonmember firms, suggesting that clients are willing to pay an audit fee premium to engage association member audit firms. Finally, we find that member firm audits are of similar quality to a size-matched sample of Big 4 audits, but member firm clients pay lower fee premiums than do Big 4 clients. Our inferences are robust to the use of company size-matched control samples, audit firm size-matched control samples, propensity score matching, two-stage least squares regression, and to analyses that consider changes in association membership. Our findings should be of interest to regulators because they suggest that association membership assists small audit firms in overcoming barriers to auditing larger audit clients. In addition, our findings should be informative to audit committees when making auditor selection decisions, and to investors and accounting researchers interested in the relation between audit firm type and audit quality.

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Brassie, P. Stanley. "Guidelines for Programs Preparing Undergraduate and Graduate Students for Careers in Sport Management." Journal of Sport Management 3, no. 2 (July 1989): 158–64. http://dx.doi.org/10.1123/jsm.3.2.158.

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In 1987 the National Association for Sport and Physical Education (NASPE) appointed a task force to develop undergraduate and graduate curricular guidelines for institutions preparing sport management professionals. The undergraduate guidelines address the three components of a sport management curriculum: (a) the foundational areas of study comprising full courses in business management, marketing, economics, accounting, finance, and computer science; (b) the application areas of study composed of sport foundations (e.g., sport sociology, sport psychology, sport history /philosophy, women in sport), sport law, sport economics, sport marketing/promotion, and sport administration; and (c) the field experiences including practical and internships. The graduate guidelines build upon the undergraduate preparation and include (a) two required courses in research methods and a project or thesis; (b) advanced application electives in sport law, sport economics, sport marketing/promotion, sport administration, facility design, and event management; and (c) the field experiences of practical and internships.

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Ullah, Abid, Shahid Iqbal, and S. M. Riad Shams. "Impact of CRM adoption on organizational performance." Competitiveness Review: An International Business Journal 30, no. 1 (January 2, 2020): 59–77. http://dx.doi.org/10.1108/cr-11-2019-0128.

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Purpose Customer relationship management (CRM) is instrumental to attain and sustain organizational competitive advantage. Innovation in terms of CRM adoption is the key to gain competitive advantage, and being innovative is dependent on how well organizations know about changing demands of customers and their changing ways to gain access to the market. There is hence a need to develop ongoing empirical insights from diverse management perspectives into the effect of CRM adoption on organizational performance. In this context, the purpose of this study is to develop empirical insights in relation to the moderation of technological turbulence in the banking sector. Design/methodology/approach Primary data were collected and analyzed from 277 CRM staff-members of the banking sector in Pakistan to test a conceptual model. Frequencies of demographics are calculated with correlation and regression analyses using SPSS. The correlation analysis was performed to identify the direction that exists between the dependent and independent variables, and the regression analysis was performed to study the strength/intensity of the independent variable over the dependent variable. Moderating regression analysis was performed to find the moderation effect of technological turbulence on CRM adoption and organizational performance. Findings The CRM adoption has a critical positive impact on organizational performance in the settings of business-to-customer (B2C) perspective in the banking sector. Moreover, the results uncover that improved client satisfaction through CRM adoption prompts better organizational performance in the B2C organization. The authors also have found that technological turbulence has a negative guiding impact on the association linking with CRM adoption, as well as organizational performance. Research limitations/implications The conceptual model that is proposed in this study and supported by empirical insights offers researchers to develop future research studies on the moderating role of technological turbulence to analyze the influence of CRM adoption on organizational performance. Practical implications The empirical insights of this study are valuable for the professionals in the banking sector and other B2C organizations to enrich their organizational performance through CRM adoption while considering the moderating role of technological turbulence. Originality/value Based on an empirical study, in support of an original conceptual model, the insights of this paper contribute to the extant literature in the CRM, bank marketing and management, service management, B2C marketing and the emerging economy knowledge streams.

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Strang, Kenneth David. "Strategic analysis of CSF’s for not-for-profit organizations." Measuring Business Excellence 22, no. 1 (March 19, 2018): 42–63. http://dx.doi.org/10.1108/mbe-07-2016-0035.

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PurposeThe purpose of this study is to analyze how strategic planning is used as critical success factors (CSF’s) in not-for-profit (NFP) organizations. This was because many nonprofits had to innovate their operations owing to the global fiscal crises, the continuing international economic instability, natural disasters or the increasing man-made worldwide terrorism. Additionally, the objective is to identify what successful nonprofit organizations actually do to remain effective at the national association level of analysis. Design/methodology/approachA constructivist research design ideology is applied (in contrast to the customary positivist philosophy to collect quantitative). The literature is critically reviewed to identify NFP CSF’s and terms such as capacity building. NFP institutions are theoretically sampled using US-based retrospective data to identify practitioner CSF activities. Applying a constructivist research design ideology, the theoretical CSF’s from the literature review are compared to practitioner activities. Representatives of NFP organizations are invited to participate in a strategic planning exercise to identify the most important CSF’s from the literature and practice that would be needed in the future. FindingsSeven of the nine United Nations NFP capacity building CSF’s are similar to NFP nine practitioner best practices. In comparison to the general literature, NFP practitioners applied leadership, strategic planning, innovation, documented procedures/training, human/technology resource management, financial management, accountability practices, ethical standards with professional communications policies, collaborative fundraising and marketing initiatives along with performance success evaluations. Research limitations/implicationsThe sample was drawn theoretically from 44 nonprofit state-centered institutions in the USA. Although statistically the results pertain strictly to US-based nonprofits, the principles should generalize to other countries as revealed by the similarity with United Nations innovation and strategic planning recommendations. Originality/valueThe authors applied a strategic planning exercise with the 44 participants at their recommendations to prioritize the CSF’s. The result was an innovative SWOT-TOWS diagram that summarized how the nine CSF’s were prioritized and grouped into the three categories of market performance, ethical responsibility and human resources.

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5

Lumb, Michael James, and Karel Marais. "The business management training needs of South African Biokineticists to ensure business sustainability." South African Journal of Sports Medicine 33, no. 1 (July 5, 2021): 1–5. http://dx.doi.org/10.17159/2078-516x/2021/v33i1a9220.

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Background: Business management training is essential for success in the modern era. Health and medical professionals are exposed to knowledge that allows them to treat pathologies. However, their training does not prepare them to manage their practices as businesses and in a sustainable, effective, and efficient manner.Objectives: To investigate the business management training needs of registered South African Biokineticists. Methods: A quantitative and descriptive research design was used. Sixty-nine registered Biokineticists answered the emailed survey. The survey was sent out on two separate days, two weeks apart. Participants could only answer the survey once. The survey was sent out by the Biokinetics Association of South Africa (BASA). The sample in this study consisted of both male and female participants who graduated between the years of 1985-2019. The survey consisted of demographic questions about their study methods. It also included a 5-point Likert Scale where a score of 1 indicated an exceptionally low need and a score of 5 indicated a very high need for corresponding business processes. The business processes included accounting, business sustainability, corporate social responsibility, ethics, financial management, human resource management, leadership and managerial decision-making, marketing, operational management, and strategic management. A final open-ended question on what other business management training the participant needed was asked at the end of the survey. Results: Combined high to very high needs (X≥4 on the Likert Scale) for the business management processes explored were: accounting: 28%, business sustainability: 33%, corporate social responsibility: 23%, ethics: 55%, financial management: 35%, human resource management: 29%, leadership and managerial decision-making: 43%, marketing: 41%, operational management: 39%, and strategic management: 33%. Seventy-one percent of the participants who took part in the study suggested that they needed other business management training needs, providing suggestions in the final question. Of the 71% of participants who answered this question, the most important requests identified included information technology (17%), tax- related management and knowledge (19%) and medical aid training for ICD-10 coding (13%). The other 51% of the participants that answered the final question provided suggestions that could be categorised into the areas of business already reported on in the Likert Scale. Sixty-nine out of a possible ±1600 registered Biokineticists who were BASA members completed the survey. This represents a response rate of about 4%. Conclusion: Business management training needs exist for South African Biokineticists. By addressing these needs, it may lead to improvements in overall patient care, practice management and small business growth which in return can lead to the socioeconomic stimulation of the country.

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6

Hiltner, Arthur, John Gillett, and Dennis Elbert. "Marketing professional services: Are accounting students prepared?" Services Marketing Quarterly 13, no. 1 (1995): 91–109. http://dx.doi.org/10.1080/15332969.1995.9985208.

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Hiltner, Arthur A., John W. Gillett, and Dennis J. Elbert. "Marketing Professional Services: Are Accounting Students Prepared?" Journal of Professional Services Marketing 13, no. 1 (February 7, 1996): 91–109. http://dx.doi.org/10.1300/j090v13n01_09.

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8

Anderson, Barbara. "Marketing: A Professional Issue." Health Information Management 24, no. 3 (September 1994): 101–3. http://dx.doi.org/10.1177/183335839402400306.

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9

Dart, Jack, and Kim Freeman. "Dissatisfaction response styles among clients of professional accounting firms." Journal of Business Research 29, no. 1 (January 1994): 75–81. http://dx.doi.org/10.1016/0148-2963(94)90029-9.

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10

Denis, Joe. "Marketing professional services: Research tips for small professional service providers." Services Marketing Quarterly 11, no. 2 (1995): 5–21. http://dx.doi.org/10.1080/15332969.1995.9985157.

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11

Chau, Patrick. "Expert systems and professional services marketing." Services Marketing Quarterly 7, no. 2 (1991): 79–86. http://dx.doi.org/10.1080/15332969.1991.9985015.

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12

File, Karen Maru, and Russ Alan Prince. "Marketing professional services to family businesses." Services Marketing Quarterly 15, no. 1 (1996): 121–35. http://dx.doi.org/10.1080/15332969.1996.9985263.

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13

Cochoy, Franck. "The American Marketing Association." Journal of Historical Research in Marketing 6, no. 4 (November 11, 2014): 538–47. http://dx.doi.org/10.1108/jhrm-01-2013-0003.

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Purpose – This paper aims to explore the sociological process behind the development of the American Marketing Association (AMA). It shows how the shift from isolated endeavors to an organized movement happened in marketing, how and why marketing pioneers merged to build a professional body and what this body provided to its community and to society at large. Design/methodology/approach – This paper studies the history of the AMA from the perspective of the sociology of science and relies on the marketing literature and other written sources. Findings – The paper shows that the AMA is both the result and the center of a coupling procedure. Isolated pioneers in the marketing field found it useful to communicate with those who were engaged in endeavors similar to their own. The meeting resulted in a dialog, and the dialog had necessitated the establishment of the AMA as a common reference point. The AMA provided the marketing community with a language and an institution that could help them to exist and move forward together. Originality/value – This paper provides an up to date account of the history of the AMA as well as a sociological analysis of its development.

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Crittenden, Victoria L., Larry R. Davis, Daniel T. Simon, and Gregory Trompeter. "Deregulation of professional accounting services in the United Kingdom: integrating marketing and accounting." Journal of Strategic Marketing 11, no. 1 (January 2003): 37–53. http://dx.doi.org/10.1080/0965254032000069757.

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15

Hill, C. Jeanne, and William Fannin. "Professional service marketing strategies in the 80s." Services Marketing Quarterly 2, no. 1 (1986): 11–23. http://dx.doi.org/10.1080/15332969.1986.9984823.

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Crane, F. G. "A practical guide to professional services marketing." Services Marketing Quarterly 5, no. 1 (1989): 3–15. http://dx.doi.org/10.1080/15332969.1989.9984934.

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17

Fowler, Raymond D. "Managing a professional association." Psychologist-Manager Journal 3, no. 1 (1999): 57–69. http://dx.doi.org/10.1037/h0095857.

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18

Ferguson, Jeffery, and Stephen Brown. "Relationship marketing and association management." Services Marketing Quarterly 7, no. 2 (1991): 137–47. http://dx.doi.org/10.1080/15332969.1991.9985020.

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Morgan, Neil. "Implementing marketing: Key issues for professional service firms." Services Marketing Quarterly 6, no. 1 (1990): 7–16. http://dx.doi.org/10.1080/15332969.1990.9984962.

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Nagendra, Prashanth, and Stephen Osborne. "Professional services marketing: A house of quality approach." Services Marketing Quarterly 21, no. 1 (2000): 23–43. http://dx.doi.org/10.1080/15332969.2000.9985405.

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21

Jozefowicz, Benedict. "Marketing/selling professional services: Are more “rainmakers” the answer?" Services Marketing Quarterly 5, no. 2 (1988): 61–76. http://dx.doi.org/10.1080/15332969.1988.9984951.

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McDaniel, Stephen, and Michael Courtney. "Perceptions of small businesses toward professional marketing research services." Services Marketing Quarterly 4, no. 2 (1989): 3–18. http://dx.doi.org/10.1080/15332969.1989.9984919.

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23

Stevens, Robert, David Loudon, and R. Wayne Coleman. "Monitoring and controlling marketing activities in professional service organizations." Services Marketing Quarterly 7, no. 2 (1991): 37–50. http://dx.doi.org/10.1080/15332969.1991.9985012.

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Morgan, Neil, and Nigel Piercy. "Barriers to marketing implementation in U.K. professional service firms." Services Marketing Quarterly 8, no. 1 (1991): 95–113. http://dx.doi.org/10.1080/15332969.1991.9985033.

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Crane, F. G. "Professional services marketing in the future: Challenges and solutions." Services Marketing Quarterly 9, no. 1 (1993): 3–12. http://dx.doi.org/10.1080/15332969.1993.9985070.

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Krohn, Franklin, and Michelle James. "Changing the change agent: Marketing the organizational development professional." Services Marketing Quarterly 21, no. 1 (2000): 143–56. http://dx.doi.org/10.1080/15332969.2000.9985412.

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Roxas, Maria L., Lucia Peek, George Peek, and Thorsten Hagemann. "A preliminary evaluation of professional accounting services: direct marketing on the Internet." Journal of Services Marketing 14, no. 7 (December 2000): 595–605. http://dx.doi.org/10.1108/08876040010352763.

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Winston, William. "From the editor's desk: Topic: Internal marketing—key to a successful professional service marketing program." Services Marketing Quarterly 1, no. 1 (1985): 15–18. http://dx.doi.org/10.1080/15332969.1985.9984781.

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Nichols, John P. "Marketing by Design." Journal of Agricultural and Applied Economics 46, no. 3 (August 2014): 341–46. http://dx.doi.org/10.1017/s1074070800030091.

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The Southern Agricultural Economics Association has made great contributions to our profession. In doing so, it has provided a platform for its members to conduct research, teaching, and Extension education that contributed significantly to the economic growth and success of Southern agriculture and rural communities. I am humbled by the honor received through this Lifetime Achievement Award and want to thank the association and the many colleagues across the profession and in my department at Texas A&M University for their partnership and support over the years. I also want to thankmy wife and family for the contributions they have made to my professional career. Their interest and understanding helped me see through some of the difficult choices and times; and they were there for the celebrations as well. In this article, I have chosen a theme that, to me, has defined much of my professional career. We all have stories or life narratives. This is one of mine.How can farmers engage in, or influence, downstream marketing activities in a way that increases returns for what would otherwise be a simple sale of a commodity at the market price? The idea of design in the context of marketing decisions of farmers evolved in my mind as the result of early experience on the farm and exposure in college to ideas that have influenced my career ever since.

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Connor, Richard, and Jeffrey Davidson. "A strategic, client centered marketing approach for professional service firms." Services Marketing Quarterly 1, no. 1 (1985): 19–33. http://dx.doi.org/10.1080/15332969.1985.9984782.

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Webster, Cynthia. "Strategies for becoming marketing-oriented in the professional services Arena." Services Marketing Quarterly 2, no. 4 (1987): 11–27. http://dx.doi.org/10.1080/15332969.1987.9984850.

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Rouse, Ruby. "Understanding service marketing: A theoretical analysis of professional-client exchanges." Services Marketing Quarterly 8, no. 1 (1991): 17–43. http://dx.doi.org/10.1080/15332969.1991.9985028.

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Dalkin, James. "Professional tax service marketing from a consumer buyer behavior perspective." Services Marketing Quarterly 10, no. 2 (1994): 169–80. http://dx.doi.org/10.1080/15332969.1994.9985132.

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Acampora, Andrew, and Robert Boissoneau. "Quasi-experimental and action research for the services marketing professional." Services Marketing Quarterly 11, no. 2 (1995): 157–66. http://dx.doi.org/10.1080/15332969.1995.9985166.

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Wang, Cheng Lu, and John Mowen. "AIM: A new perspective on relationship marketing for professional services." Services Marketing Quarterly 15, no. 2 (1997): 55–68. http://dx.doi.org/10.1080/15332969.1997.9985273.

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Wymer, Walter, and Fay Zhu. "Professional services marketing: Does understanding your customers really improve sales?" Services Marketing Quarterly 19, no. 1 (1999): 99–117. http://dx.doi.org/10.1080/15332969.1999.9985361.

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Dutescu, Adriana, Adriana Florina Popa, Florin Dobre, and Georgiana Oana Stanila. "Sustainability of financial professional services through marketing strategy- an empirical research." Proceedings of the International Conference on Business Excellence 11, no. 1 (July 1, 2017): 121–30. http://dx.doi.org/10.1515/picbe-2017-0013.

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Abstract All types of companies providing financial professional services use, formally or informally, marketing principles and tools for the development of their business, in order to straighten their sustainability. By the end of 2009, in Romania, the financial professional services market has had a relatively constant and predictable development, the mandatory nature of these services being their most important promoter. This article presents the results of a survey aimed to highlight the impact of different marketing principles, techniques and tools on the sustainability of financial professional services in accounting and audit nowadays. The research is based on a questionnaire circulated to professionals with the relevant expertise in the financial-accounting domain. The number of responses obtained was considered meaningful, allowing the research results to be extrapolated to the entire studied population. The respondents, whose anonymity was respected, had multiple choice answers for most of the questions and also having the option of opened answers. The main findings of our research are a starting point in providing solutions to improve the sustainability of financial professional services through a coherent, innovative and effective marketing strategy.

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Brown, Roy Chamberlain. "A relational model of factors influencing methodology in professional services marketing." Services Marketing Quarterly 1, no. 1 (1985): 35–39. http://dx.doi.org/10.1080/15332969.1985.9984783.

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Barnes, Nora Ganim. "The consumer decision process for professional services marketing: A new perspective." Services Marketing Quarterly 2, no. 1 (1986): 39–45. http://dx.doi.org/10.1080/15332969.1986.9984825.

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Wright, Michael, and Lynne Ricker. "Partnering with a professional accounting association to offer a distance undergraduate degree." International Journal of Management Education 8, no. 3 (April 26, 2010): 1–11. http://dx.doi.org/10.3794/ijme.83.258.

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Yudi, Melissa Mam, Nurul Nadiah Ibrahim, Siti Aisyah Kamaruzaman, Nur Quratun ‘Aini Haron, Nazreen Sahol Hamid, and Siti Syaqilah Hambali. "Accounting Students’ Motivation for Getting Professionally Qualified." Environment-Behaviour Proceedings Journal 5, no. 15 (December 25, 2020): 41–48. http://dx.doi.org/10.21834/ebpj.v5i15.2454.

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To move Malaysia to a developing nation, 60,000 professionally qualified accountants are needed by 2030. However, as of April 2017, only 33,000 accountants have registered as members of the Malaysian Institute of Accountants (MIA). The purpose of this research is to analyse students’ behaviour on the motivational factors to obtain professional accounting qualifications. This study gathered the response of 187 students as samples from the only public university in Malaysia that offers ACCA professional accounting certificate. The results show that most students are motivated by intrinsic and extrinsic motivations, while there is no relationship between third parties’ influence and demographic factors with the decision to pursue a professional accounting qualification. Keywords: Professional qualified; intrinsic motivation; extrinsic motivation; accounting students eISSN: 2398-4287© 2020. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open access article under the CC BYNC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia. DOI: https://doi.org/10.21834/ebpj.v5i15.2454.

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Crabtree, Robert. "A buy in-follow on approach for marketing professional accounting services to small business." Services Marketing Quarterly 12, no. 2 (1995): 145–52. http://dx.doi.org/10.1080/15332969.1995.9985195.

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Crabtree, Robert G. "A Buy In-Follow On Approach for Marketing Professional Accounting Services to Small Business." Journal of Professional Services Marketing 12, no. 2 (December 17, 1995): 145–52. http://dx.doi.org/10.1300/j090v12n02_10.

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Wheatley, Edward. "Rainmakers, mushrooms, and immaculate conception: Internal marketing for professional service firm associates." Services Marketing Quarterly 2, no. 4 (1987): 73–82. http://dx.doi.org/10.1080/15332969.1987.9984854.

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Lacy, Frank. "Marketing professional services: Gathering and using information from internal and external sources." Services Marketing Quarterly 3, no. 3 (1988): 9–22. http://dx.doi.org/10.1080/15332969.1988.9984881.

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Walsh, Gianfranco, Sharon E. Beatty, and Betsy Bugg Holloway. "Measuring client-based corporate reputation in B2B professional services: scale development and validation." Journal of Services Marketing 29, no. 3 (May 11, 2015): 173–87. http://dx.doi.org/10.1108/jsm-04-2014-0141.

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Purpose – The purpose of this paper is to develop and validate a client-based reputation of business-to-business professional services firms scale (PSF-Rep) which measures clients’ perceptions of the reputation of professional service provider firms. So far, no multidimensional scale exists in the literature to measure the reputation of professional service firms, although the reputation dimensions of importance are likely to be very different from other settings. Design/methodology/approach – From an initial pool of fieldwork-based items, an 18-item PSF-Rep scale is developed, which is validated using several samples – corporate financial decision-makers’ views of their accounting firms in a US national sample and organizational clients of one large legal firm with national presence. Findings – The four-dimensional PSF-Rep scale meets all established reliability and validity criteria. Further, reputation and its dimensions (using PSF-Rep) are positively associated with important marketing outcomes, including word of mouth, loyalty intentions, trust and share of wallet. Originality/value – As professional service markets become more competitive, firms recognize the importance of a good reputation in attracting customers. This research is the first to propose a psychometrically robust measure to capture client-based reputation of business-to-business professional services firms.

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47

Carnegie, Garry D. "The accounting professional project and bank failures." Journal of Management History 22, no. 4 (September 12, 2016): 389–412. http://dx.doi.org/10.1108/jmh-04-2016-0018.

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Purpose The purpose of this paper is to examine the strategies and dynamics of the fledging accounting professional project in the context of boom, bust and reform in colonial Victoria. In doing so, the study provides evidence of the association of members of the Incorporated Institute of Accountants, Victoria (IIAV) (1886) and other auditors with banks that failed during the early 1890s Australian banking crisis, and addresses the implications for the professionalisation trajectory. Design/methodology/approach The study uses primary sources, including the surviving audited financial statements of a selection of 14 Melbourne-based failed banks, reports of relevant company meetings and other press reports and commentaries, along with relevant secondary sources, and applies theoretical analysis informed by the literature on the sociology of the professions. Findings IIAV members as bank auditors are shown to have been associated with most of the bank failures examined in this study, thereby not being immune from key problems in bank auditing and accounting of the period. The study shows how the IIAV, while part of the problem, ultimately became part of a solution that was regarded within the association’s leadership as less than optimal, essentially by means of 1896 legislative reforms in Victoria, and also addresses the associated implications. Practical implications The study reveals how a deeper understanding of economic and social problems in any context may be obtainable by examining surviving financial statements and related records sourced from archives of surviving business records. Originality/value The study elucidates accounting’s professionalisation trajectory in a colonial setting during respective periods of boom, bust and reform from the 1880s until around 1896 and provides insights into the development of financial auditing practices, which is still an important topic.

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48

Sweeney, Jillian C., Geoffrey N. Soutar, and Janet R. McColl‐Kennedy. "The marketing practices‐performance relationship in professional service firms." Journal of Service Management 22, no. 3 (June 21, 2011): 292–316. http://dx.doi.org/10.1108/09564231111136845.

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49

Vicente, Célia Cristina da Silva, Maria João Cardoso, and Raul Manuel da Silva Laureano. "Innovation in Accounting Tasks: Empirical Study in Two Professional Groups." Verslas: teorija ir praktika 17, no. 3 (September 29, 2016): 270–79. http://dx.doi.org/10.3846/btp.2016.649.

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The aim of this study is to contribute to the knowledge on innovation in accounting tasks, from the point of view of two professional groups. Its goals are: evaluating the importance given by the professionals to accounting tasks; identifying whether there is convergence between the two professional groups, regarding the importance of the tasks; examining whether there is an association between the professionals’ individual characteristics and the importance they attach to the tasks. Two professional groups were surveyed: 105 financial officers of the top 500 Portuguese companies; and 412 Chartered Accountants. The results obtained allowed us to conclude that the respondents attach more importance to the traditional tasks, linked to the concept of a monetary-oriented accountant, and less importance to the more innovative tasks, related to business strategy; there is no convergence between the two professional groups in terms of the importance of the accountants’ participation in the strategic tasks. Regarding the association between individual characteristics and the level of importance assigned to the accounting tasks, we found an influence of the following characteristics: gender; academic degree of the professionals; and the institution where that degree was obtained.

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Lowry, Linda. "Accounting Students, Library Use, and Information Competence: Evidence From Course Syllabi and Professional Accounting Association Competency Maps." Journal of Business & Finance Librarianship 17, no. 2 (April 2012): 117–32. http://dx.doi.org/10.1080/08963568.2012.659238.

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