Small accounting practices (SAP), most of which are sole principals, are an important part of the accounting profession and the Australian economy. This exploratory study identifies issues and challenges experienced by small accounting principals in Far North Queensland, Australia. The findings generally correspond with previous research, ranking staffing and keeping up to date through professional development as key areas of concern, and also highlighting the expectation gap between SAP principals and their clients. Stress emerged as a major concern for principals, and new areas of possible conflict of interests were uncovered. A number of potential areas for future research, including comparative studies in city and suburban areas, have been identified.

Using dialectical social theory, this study explains the reasons behind formation of a network in accounting profession, a knowledge-intensive industry, in a regional context.The study addresses issues such as the structure and choice of appropriate members for the network, the constitution and maintenance of relationship among members on an ongoing basis, contradictions, conflicts and tensions within the network. Given the 'fragmented and disjointed' nature of the literature on inter-organisational relations and networks, this study attempts to answer some of the frequently asked questions on networks within the accounting industry, with a view to arriving at a more comprehensive theory on inter-firm relationships.

The importance of succession planning, particularly in small and medium accounting practices, continues to become increasingly important with the impending retirement of the ‘baby boomer’ generation. Planning for succession and retirement within a small practice is even more critical in rural, regional and remote areas where staff recruitment and retention is already an issue. This study provides insight into the views of principals of small accounting practices toward succession planning within a regional area of Australia. Applying Sambrook's model of succession, findings reveal that formal succession planning is no longer considered possible by these principals given the perception of generational differences and a change in employment and workplace expectations within the small accounting practice environment.

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