The changing face of leadership: Making an impression in the technically mediated landscape

Norris, Sharon E.

doi:10.1002/jls.20199

Cited by 5 publications

(2 citation statements)

References 21 publications

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“…The new media landscape requires practical and conceptual reforms in the way we understand CEOs and their organizations (Norris & Porter, 2011). As Nyström (2009) notes, it is rare to see the emergence and enactment of a professional identity because this identity is "often the result of a dynamic relationship between different life spheres" (p. 1).…”

Section: Digitizing Ceosmentioning

confidence: 99%

Digital Business Discourse

Darics

2015

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Section: Digitizing Ceosmentioning

confidence: 99%

Digital Business Discourse

Darics

2015

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“…Nair (2011) described social media as online tools that enable the sharing and exchange of content, opinions and perspectives. The remarkable increase in the social media audience has been well documented (Norris and Porter, 2011; Foster et al , 2010; Kaplan and Haenlein, 2010) and is of interest to organisations, including accounting firms, that seek ongoing communication with the largest number of existing and prospective clients (Nair, 2011). Social media possess other characteristics that have implications for accountants who are considering alternative methods to communicate and develop relations with clients, several of which are considered in this section.…”

Section: Implications For the Managers Of Accounting Firmsmentioning

confidence: 99%

The effectiveness of newsletters in accountants' client relations with small business managers

Stone

2012

Qualitative Research in Accounting &Amp; Management

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PurposeThe purpose of this paper is to evaluate the effectiveness of one of accounting practitioners' most widely‐used client relations techniques. By evaluating the effectiveness of the newsletters that accountants provide to small business managers, the paper critically assesses their role in contributing to accountants' overall strategy for developing relations with their substantial small business manager client base.Design/methodology/approachSemi‐structured interviews were conducted with ten accountants who have provided newsletters to small business clients. The interviews were motivated by the results of a questionnaire administered to a sample of small business managers. The interview findings offer valuable insights into accountants' rationale for providing newsletters to their small business clients and accountants' assessment of the effectiveness of newsletters as a client relations technique. Analysis of the findings is informed by media richness theory.FindingsThe findings indicate that, despite their apparent popularity amongst professional accounting firms, newsletters are an ineffective method for developing relations with accountants' small business manager clients. The effectiveness of accountants' newsletters is diminished by the generic impersonal nature of the newsletter content that managers of small firms cannot relate to their own circumstances and by newsletters' technical accounting and tax content that small business managers have difficulty understanding.Originality/valueThe paper contributes to redressing a gap in research regarding the effectiveness of newsletters in accountants' relations with the economically significant small business sector, while better informing practitioners' development of their advisory relationship with small business managers. Rapidly emerging social media alternatives to the widespread practice of distributing newsletters to facilitate relations with small business clients are introduced as an emergent phenomenon.

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