2000
DOI: 10.1177/0018726700539003
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In the Name of the Client: The Service Ethic in Two Professional Services Firms

Abstract: In this article we explore how notions of the client and client service are constructed within two `Big 5' professional services firms. Drawing upon a range of qualitative materials, we argue that the client is a central term in the socialization of trainee accountants within these firms and the emergence of their professional identities. We illustrate this with reference to recruitment, appraisal and daily work practices. We then move on to consider the power effects of a discourse that privileges the client … Show more

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Cited by 306 publications
(309 citation statements)
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References 18 publications
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“…People were assigned to each project depending on their applicable skills. The same practices have been observed elsewhere (Alvesson, 1995;Anderson-Gough, Grey, & Robson, 2000;BerrebiHoffmann, 2002;DeFillippi, 2003;Kunda, 1992). However, In such a context, management expected an absolute willingness to respond anytime to customer demands.…”
Section: A Main Characteristic: Project-based Managementsupporting
confidence: 54%
“…People were assigned to each project depending on their applicable skills. The same practices have been observed elsewhere (Alvesson, 1995;Anderson-Gough, Grey, & Robson, 2000;BerrebiHoffmann, 2002;DeFillippi, 2003;Kunda, 1992). However, In such a context, management expected an absolute willingness to respond anytime to customer demands.…”
Section: A Main Characteristic: Project-based Managementsupporting
confidence: 54%
“…Auditor behaviour as well as conduct and appearance are closely linked to 'professionalism' within auditing (Cooper & Robson, 2006;Anderson-Gough et al, 2000, 2001Alvesson, 1994;Grey, 1998). The importance of conduct and appearance has been emphasized by, for example, Dirsmith and Covaleski (1985), Power (1991), Fogarty (1992), Pentland (1993), Grey (1998), Dirsmith et al (1997), Anderson-Gough et al (2000;2001; and Kosmala (2005).…”
Section: Theorymentioning
confidence: 99%
“…Par la suite, l'équipe est dissoute et ses membres sont alors réaffectés selon leurs compétences dans de nouveaux projets, au sein de nouvelles équipes et avec de nouveaux chefs de projet (ALVESSON, 1995 ;ANDERSON-GOUGH, GREY et ROBSON, 2000 ;BERREBI-HOFFMANN, 2002 ;DEFILLIPPI, 2003 ;KUNDA, 1992). Toutefois, quelques personnes assurent l'entretien et le service au client pour les systèmes informatiques déjà implantés et seront disponibles sur appel.…”
Section: Un Contexte Organisationnel Peu Favorable à La Conciliation unclassified