The Changing Role of the Management Accountants (Becoming a Business Partner)

This book presents a comprehensive and holistic study on being a financial practitioner today. Using a practice theory approach, the book analyzes the work life stories of four financial practitioners who have been working between 13 and 25 years during the period of 1973 to 2015 and explains how their work identities are constituted in the practices throughout the years. It clarifies the public image of the management accountants and provides a better understanding of today's management accountants--who they are and how they are formed--while theorizing on how to develop the next generation.-- Provided by publisher Dedication 5 Acknowledgment 6 Introduction 7 Brief Contents 13 Contents 15 List of Figures 20 List of Tables 21 List of Key Definitions 22 Part I: The Emerging New Role and the Self-Orienting Process 24 Chapter 1: The Emergence of Business-Oriented Role 25 1.1 The Emergence of the Business-Oriented Role of Management Accountants 26 1.1.1 Sociopolitical and Economic Influences 27 1.1.2 Organizational Changes 27 1.1.3 The Agentive Force 30 1.2 Business Orientation of Management Accountants 35 1.2.1 General Self-Orienting Strategies 36 1.2.2 Self-Orientation in Everyday Life 37 1.2.3 Self-Orienting in Cultural Context 38 1.2.4 Self-Orienting, Culture, and Past Practices 38 1.2.5 Self-Orienting as a Life Journey 39 References 39 Chapter 2: Self-Orienting Process and Schatzki’s Lens 44 2.1 The Turn to Practices 45 2.1.1 Institutional Theory Study 47 2.1.2 Foucauldian Study 50 2.1.3 The Actor Network Theory Study 51 2.1.4 Bourdieu’s Practice Theory Study 52 2.1.5 Giddens’ Structuration Theory Study 53 2.2 Taking Stock 54 2.3 Schatzki’s Practice Theory 57 2.3.1 Practices as the “Site of Social” 57 2.3.1.1 The Practical Understanding 59 2.3.1.2 The Rule 59 2.3.1.3 The Teleoaffective Structure 60 2.3.1.4 The General Understanding 60 2.3.2 Practices Perpetuating Through Variations 60 2.3.3 Practice Memory Linking Activities Across Time 61 2.3.4 Self-Orienting, Teleoaffective Structures Orchestrating 62 2.3.5 Self-Orienting, Teleoaffective Structure, Practice Memory, Cultural Memory 63 References 65 Chapter 3: Business Partner Developing Model (BPDM) 68 3.1 Conceptualize the Self-Orienting Process 68 3.1.1 Becoming a Finance Apprentice 70 3.1.2 Becoming a Finance Expert 71 3.1.3 Becoming a Business Partner 72 3.2 Self-Orienting Process, Teleoaffective Structure 72 3.3 The “Turning Point” and Affectivity 74 3.4 Self-Orienting, Organizational and Cultural Context, Past Practice, and Affectivity 75 3.5 Self-Orienting Study, the Longitudinal Approach 76 References 78 Part II: Self-Orienting Process: The Lifelong Experiences 80 Chapter 4: Corporate Financial Services Career 81 4.1 Becoming a CPA (2002–2005) 82 4.1.1 Acquiring Technical Knowledge 82 4.1.2 Acquiring Practical Know-How and Understanding 83 4.2 Becoming the Financial Analyst (2008–2010) 85 4.2.1 Acquiring Practical Know How and Understanding 85 4.3 Becoming a Category Analysis Manager (2011–2014) 88 4.3.1 Acquiring Additional Practical Know-How 88 4.3.2 Acquiring Practical Understanding Through Sharing the Practice 89 4.3.3 Engaging in Commercial Practices 90 4.4 Becoming Indochina Finance Manager (2015) 94 4.4.1 Sharing the Practices, Acquiring Additional Practical Know-How 94 4.5 The Lifelong Self-Orienting Process 97 4.5.1 Self-Orienting Process, Teleoaffective Structure 97 4.5.2 Self-Orienting, Personal Characteristics, and Affectivity 100 4.5.3 Self-Orienting, the Cultural Context, and Affectivity 101 References 102 Chapter 5: Financial Planning and Analysis Career 103 5.1 Becoming a Credit Assistant (2002–2006) 104 5.1.1 Acquiring Practical Know-How and Understanding 104 5.1.2 Acquiring Additional Practical Understanding 106 5.2 Becoming a Credit Assessment and Control Assistant (2009) 107 5.2.1 Acquiring Additional Technical Knowledge, Sharing the Practice, and Gaining Additional Practical Understanding 107 5.3 Becoming a Category Analysis Manager (2010–2012) 108 5.3.1 Acquiring Practical Know-How, Sharing the Practice, and Acquiring Practical Understanding 108 5.3.2 Sharing the Practice, Acquiring Additional Practical Understanding 111 5.4 Becoming Financial Planning and Analysis Manager (2013–Present) 112 5.4.1 Engaging in Other Practices, Acquiring Additional Practical Understanding 112 5.4.2 Sharing the Practice 117 5.5 The Lifelong Self-Orienting Process 120 5.5.1 Self-Orienting Process, Teleoaffective Structure 120 5.5.2 Self-Orienting, Personal Characteristics, and Affectivities 122 5.5.3 Self-Orienting, the Cultural Context, and Affectivity 123 Chapter 6: Commercial Finance Career 125 6.1 Becoming a Controller (1990–1999) 127 6.1.1 Acquiring Practical Know-How and Practical Understanding 127 6.2 Becoming a Budget Manager (2000–2006) 128 6.2.1 Sharing the Practice, Acquiring Practical Understanding 128 6.2.2 Engaging in Commercial Practice, Creating Value 130 6.3 Becoming Associated Director-Commercial Finance (2007–2012) 132 6.3.1 Engaging in Commercial Practice, Acquiring Additional Practical Understanding 132 6.3.2 Sharing Practice, Creating Value 133 6.4 Becoming Commercial Finance Director, Asia (2013–Present) 138 6.4.1 Sharing the Practice, Creating Value 138 6.4.2 Engaging in Commercial Practice, Creating Additional Value 144 6.5 The Lifelong Self-Orienting Process 152 6.5.1 Self-Orienting Process, Teleoaffective Structure 153 6.5.2 Self-Orienting, Personal Characteristics, and Affectivity 155 6.5.3 Self-Orienting, Cultural Context, and Affectivity 157 References 159 Chapter 7: Management Control Career 161 7.1 Becoming a Planning Manager (1973–1975) 162 7.1.1 Acquiring Technical Knowledge 162 7.1.2 Acquiring Practical Understanding 165 7.1.3 Creating Value 168 7.2 Becoming Finance and Account Manager (1976–1978) 169 7.2.1 Engaging in Other Practices, Gaining Additional Practical Understanding 170 7.2.2 Sharing the Practice, Creating Value 172 7.3 Becoming Deputy Administration Manager (1979–1981) 175 7.3.1 Sharing the Practice, Building on Practical Understanding 175 7.3.2 Engaging in Other Practices, Creating Value 177 7.4 Becoming Central Executive Coordinating Office (CECO) Director (1982–1997) 181 7.4.1 Sharing the Practice, Building on Practical Understanding 181 7.4.2 Engaging in Other Practices, Creating Value 183 7.5 The Lifelong Self-Orienting Process 187 7.5.1 Self-Orienting, Teleoaffective Structure 188 7.5.2 Self-Orienting, Personal Characteristics, and Affectivity 189 7.5.3 Self-Orienting, Cultural Context, and Affectivity 190 References 191 Part III: Crafting an Orientation Program 193 Chapter 8: Business Partner Development Program 194 8.1 The Crucial Role of the Mentor and the Sponsor 194 8.2 Planning and Executing of the Career Development Program 196 8.2.1 Pre-managerial Stage 197 8.2.2 Managerial Stage 198 8.2.3 Post-managerial Stage 200 8.3 Management Consideration and Challenges 201 References 203 Chapter 9: Conclusion 204 References 211 References 214 Index 221 Front Matter ....Pages i-xxviii Front Matter ....Pages 1-1 The Emergence of Business-Oriented Role (Panida Chotiyanon, Vassili Joannidès de Lautour)....Pages 3-21 Self-Orienting Process and Schatzki’s Lens (Panida Chotiyanon, Vassili Joannidès de Lautour)....Pages 23-46 Business Partner Developing Model (BPDM) (Panida Chotiyanon, Vassili Joannidès de Lautour)....Pages 47-58 Front Matter ....Pages 59-59 Corporate Financial Services Career (Panida Chotiyanon, Vassili Joannidès de Lautour)....Pages 61-82 Financial Planning and Analysis Career (Panida Chotiyanon, Vassili Joannidès de Lautour)....Pages 83-104 Commercial Finance Career (Panida Chotiyanon, Vassili Joannidès de Lautour)....Pages 105-140 Management Control Career (Panida Chotiyanon, Vassili Joannidès de Lautour)....Pages 141-172 Front Matter ....Pages 173-173 Business Partner Development Program (Panida Chotiyanon, Vassili Joannidès de Lautour)....Pages 175-184 Conclusion (Panida Chotiyanon, Vassili Joannidès de Lautour)....Pages 185-194 Back Matter ....Pages 195-206