Making Accounting Knowledge: Peering at Power

Organisational and professional commitment of early career accountants: do mentoring and organisational ethical climate matter?

“…First, mentoring which relates to a dyadic relationship between a senior and experienced colleague (the mentor) and a less experienced colleague (the mentee) is generally viewed as critical for new incoming recruits within a profession (Kram, ). According to organisational socialisation research, an employee's adjustment to the organisation is directly affected by the methods of socialisation adopted by the organisation (Anderson‐Gough et al ., ; Fogarty and Ravenscroft, ). At entry, a new recruit is generally confronted with an unfamiliar and ambiguous organisational context and will attempt to make sense of that context (Siegel et al ., ).…”

Scholarly achievement and accounting journal editorial board membership

“…Employing the philosophy of science framework (Bailey et al, 2008;Fogarty & Ravencroft, 2000), we suggest that board members should be selected on the basis of their scholarly abilities, as demonstrated by publications in peer-reviewed journals and evidence that their work has an impact on others in their respective fields. If editorial board members are appointed on any other basis, their authority may not be seen as legitimate by the accounting community (Fogarty & Liao, 2009).…”

“…Editorial boards represent the highest level of peer review, and it is the peer review process that is essential for establishing legitimacy within a discipline (Bailey, Hermanson, & Louwers, 2008;Fogarty & Ravencroft, 2000). Editorial boards are entrusted as the journals' intellectual gatekeepers during their 0748-5751/$ -see front matter Ó 2010 Elsevier Ltd. All rights reserved.…”

Ethical evaluations and behavioural intentions of early career accountants: the impact of mentors, peers and individual attributes

“…According to the organisational socialisation perspective (Anderson‐Gough et al. , 1998; Fogarty and Ravenscroft, 2000), the professional development of a new accounting recruit is open to numerous organisational‐related factors and formal mentoring. Prior studies, such as Wimbush and Shephard (1994), have shown that supervisors have a significant impact on the ethical behaviour of their subordinates.…”

“…According to organisational socialisation research, an employee's adjustment to the organisation is directly affected by the methods of socialisation adopted by the organisation (Anderson‐Gough et al ., 1998; Fogarty and Ravenscroft, 2000). At entry, a new recruit is generally confronted with an unfamiliar and ambiguous organisational context, and will attempt to make sense of that context (Siegel et al ., 1995).…”